2014 gatwick capital investment programme · 2015. 2. 3. · 2014 emirates began to operate an a380...

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2014 GATWICK CAPITAL INVESTMENT PROGRAMME

Published October 2014 following consultation with Gatwick’s airlines and the

Passenger Advisory Group from July to September 2014

Figures correct as at June 2014 …………………………………………………………………………………………………………………………………………..

Page left intentionally blank

Images on front cover:

1. South Terminal International Departure Lounge

2. easyJet, British Airways, Emirates and Thomson aircraft tailfins

3. Construction worker

CONTENTS ………………………………………………………………………………………………………………………………………………………........................................................

SECTION SUBJECT PAGE

Foreword by Stewart Wingate 1

Business Developments 3

INTRODUCTION 6

CHAPTER 1 Key Drivers for Investment

9

CHAPTER 2 Consultation on the Capital Investment Programme

20

CHAPTER 3 Capital Investment Programme Overview

22

CHAPTER 4 Projects Summaries 29

APPENDICES APPENDIX A Commitments Capital Investment Consultation Schedule 37

APPENDIX B

Core Service Standards and Airline Service Standards 40

APPENDIX C Product Matrix 42

APPENDIX D Asset Stewardship Programme 48

APPENDIX E Asset Stewardship Programme Comparison 50

APPENDIX F Consultation Feedback 54

APPENDIX G Terminal Facilities Tables 78

GLOSSARY

82

2014 Gatwick Capital Investment Programme 1

FOREWORD BY STEWART WINGATE ………………………………………………………………………………………………………………………………………………………………………........................................................

Since the last issue of the annual Capital Investment Programme, our regulator, the Civil Aviation Authority (CAA), has

continued to review our business and in January 2014 put forward their final decision for the basis upon which the

airport will be regulated from April 2014. The CAA has recognised the significant progress the airport has made under

new ownership since December 2009 and has accepted our Contracts and Commitments framework as the best way

forward. This framework covers the next 7 years allowing flexibility, innovation and pace for making investments at

the airport to improve services for our passengers and airline customers. The framework gives us the opportunity to

contract with major airlines, to provide a solid platform for success and jointly grow our businesses to deliver the best

passenger experience.

The basis of this Capital Investment Programme is our regulatory Business Plan submitted to the CAA in 2013, which

was the subject of in-depth consultation with our airline customers. In that submission we outlined the key drivers

leading to the creation of our Business Plan as:

Capacity

Service Quality

Cost Efficiencies

Commercial Revenue

Safety, Security and Compliance

Asset Stewardship

Since we updated our Revised Business Plan in June 2013, we have been reviewing our capital programme in light of

updated traffic forecasts for the airport and our other key investment drivers. In addition, there have been some

major developments to our business which has led to significant changes in our Capital Investment Programme.

These will be explained within this document. This revised Capital Investment Programme provides us with the

opportunity to invest £188m in 2014-15 and £939m over the next 5 years in 2014/15 prices. This takes into account

new projects which will benefit the airport, our airline customers and our passengers. These projects include

developments to the North Terminal to upgrade the Security facilities and transform the World Duty Free store to

match those facilities already successfully operating in the South Terminal. For the South Terminal, a new restaurant

popular with families is coming into the International Departure Lounge and the Railway Station will have further

improvements. The Capital Investment Programme includes the continuation of the transformation of Pier 5 and the

building of the new Pier 1 and baggage facilities for the South Terminal, both of which are already underway

As we move towards delivering our Capital Investment Programme, we will continue to meet our airline customers,

both individually and multi-laterally, and the passenger community, seeking to understand the needs of both these

2014 Gatwick Capital Investment Programme 2 stakeholder groups and in particular where these requirements are aligned. The Passenger Advisory Group have

helped to shape the facilities which we have provided for passengers for many years and under the Commitments

framework they have been formally recognised for their contribution which means they are now part of our

consultation structure, where they will be consulted alongside our airline customers for the delivery of the Capital

Investment Programme.

We are looking forward to delivering this ambitious Capital Investment Programme over the next 5 years. We will

continue to work with our airline and passenger partners in 2014-15 and beyond, striving to be London’s airport of

choice by improving services and choice for passengers.

Stewart Wingate Chief Executive


BUSINESS DEVELOPMENTS ………………………………………………………………………………………………………………………………………………………………………........................................................

Airline Developments

We continue to work with our airline customers to develop their services and new routes for passengers. In March

2014 Emirates began to operate an A380 daily service to Dubai, making use of the new Stand 110 on Pier 6 of the

North Terminal specifically designed for A380 usage, which was completed in March 2013. Norwegian Air Shuttle

have expanded their operations from Gatwick introducing transatlantic services from July 2014 to Los Angeles, New

York and Fort Lauderdale. In addition Norwegian Air Shuttle have added Santorini, Cyprus, Budapest and Corfu to

their destinations from Gatwick and are increasing frequencies to nine of their existing destinations this summer. We

welcomed Flynas to Gatwick in April who are operating a low-cost long-haul route to Jeddah in Saudi Arabia three

times a week. We have seen the return of Air China to the airport who offer four flights a week to Beijing. easyJet

have added services to Brussels, Paris, Jersey, Newcastle, Strasbourg and Tel Aviv to their existing network of

destinations and British Airways are bringing their 10th long-haul aircraft into the airport this summer.

easyJet Terminal Consolidation

Our largest customer, easyJet, who represents over 40% of our passengers, has been operating from both North and

South Terminals since 2007 when they purchased GB Airways. This split operation can create confusion for some

passengers. We were asked by easyJet to see if their operation could be consolidated into one terminal which will

benefit passengers and make the airport more operationally efficient. We commenced formal consultation for

easyJet’s operations to be consolidated into the North Terminal in January 2014, which we considered to be the only

viable solution for their consolidation, their size ruling out consolidation into the smaller South Terminal. We invited

our top 12 airline customers (representing over 93% of passengers) and the Passenger Advisory Group to take part in

this consultation. We held bi-lateral meetings with airlines who would be most affected by the consolidation or who

had requested such a meeting, as well as a multi-lateral meeting. Airlines were given six weeks to respond to our

consultation paper. We considered the feedback we received on the proposal and subsequently made the decision in

principle in April 2014 to progress with the consolidation. Following further feedback received from airlines, we have

agreed to continue to consult on this consolidation with those airlines who will be most affected by it and we will be

reviewing this again in September. Our aspiration is to complete the works required to bring about this consolidation

by summer 2016 when easyJet will be able to commence all their operations from the North Terminal. The

consolidation will also require British Airways to move its operations from the North to the South Terminal and Virgin

Atlantic Airways to move theirs from the South to the North Terminal. The impact of this decision requires certain

changes to our Capital Investment Programme and details of these are set out later in this document.

Pier 6 Southern Extension

In light of easyJet’s operations consolidating in the North Terminal by summer 2016 and the corresponding moves by

British Airways and Virgin Atlantic Airways detailed above, we have reviewed the timing for the Pier 6 Southern

Extension to provide the required additional capacity to meet our 95% pier service target. With the change of

services within the terminals brought about by these airline moves, the analysis has shown that additional capacity in

the form of this extension is not required as early as previously thought and therefore this project has been rephased

to commence works in winter 2017 with anticipated completion in 2022. The potential change to the timing of this

project was discussed during the Constructive Engagement process in 2012, where after undertaking sensitivity tests

it was advised that should the consolidation of easyJet’s operations take place, this would result in the Pier 6

Southern Extension not being required for up to 3 years.

McMillan Report

During the winter of 2013 the South East of England experienced its highest rainfall levels for almost 250 years. As

part of this exceptional winter, Gatwick Airport, its airlines and passengers were faced with an extraordinary set of

circumstances on Christmas Eve 2013. Very high winds on the day before had left many aircraft out of position;

2014 Gatwick Capital Investment Programme 4 unexpected and unprecedented levels of river flooding led to the loss of three airfield electrical sub stations that

serve the runway’s lighting system; similarly unprecedented quantities of rainfall caused the North Terminal

basement to be flooded leading to the loss of electrical power and of some key systems; and local transport networks

– both road and rail – were also severely impacted by the weather. We worked extremely hard with our airline

customers on that day to minimise disruption for our passengers but unfortunately a very significant number of

passengers endured poor levels of service and information before seeing their flights either substantially delayed, or

ultimately, cancelled due these exceptional circumstances. We appointed David McMillan, non-executive Director of

Gatwick Airport Limited, to undertake an independent report on the events of that day and make recommendations

that could reduce the likelihood of a recurrence of such an event, as well reducing its impact through improving the

handling of any such event in the future. The McMillan report was published on 26 February 2014 and set out 27

recommendations relating to flood prevention and alleviation planning; contingency and resilience planning;

passenger welfare issues; safety and network issues; and management of the recovery from such an event. The

Gatwick Board have accepted all 27 of these recommendations in their entirety.

Since the publication of the McMillan report we have:

created an Operational Resilience fund of £30 million to address the report’s recommendations, which forms part

of this Capital Investment Programme

set completion of the McMillan actions as a key performance objective for the entire Gatwick management team

for 2014/15

launched our Stable Operations initiative implementing the report’s recommendations

identified £5 million of the Operational Resilience fund for investing in Stable Operations capital projects in

2014/15, of which £3 million has already been allocated for investment in flood management, power and IT

upgrades, terminal equipment and weather and events protection projects for completion by December 2014

implemented regular reviews of the Stable Operations initiative both monthly at Executive management level and

quarterly at Gatwick Board level

introduced progress tracking of actions as a standing item on airline and passenger consultative forums

issued our Contingency Manual for consultation with our airline customers

updated our Passenger Welfare Plan

held a one day contingency planning integration session with air navigation authorities

For those passengers who had their flights cancelled on Christmas Eve 2013, we offered a goodwill gesture of £100 of

high street vouchers in recognition of the exceptionally difficult circumstances they suffered. The scheme closed on

31 March 2014 and over 6000 passengers were issued with these vouchers.

Airports Commission

In its Interim Report published in December 2013, the Airports Commission included Gatwick in its short-list of

potential locations for the next runway in the UK. We launched our “Gatwick Obviously” campaign in March this year

setting out why Gatwick is the best airport for providing UK growth and London’s generation. Since the publication of

the Airport Commission’s short-list we have been working on the development of three options for a second runway

at Gatwick. We submitted more information on these options to the Airports Commission in May this year in our

3,200 page, evidence-based report that shows clearly why expansion at Gatwick is the obvious solution to meeting

the UK’s connectivity needs for the next generation, as summarised below:

Expansion at Gatwick will enable more people to fly to more destinations - 10 million more passengers each year

will be able to travel with a second runway at Gatwick than with a third runway at Heathrow

Expansion at Gatwick will generate more competition, keeping fares lower, and delivering £40 billion more in

economic benefits to the UK than expansion at Heathrow

A new runway at Gatwick can be delivered around five years earlier than a third runway at Heathrow, at no

additional cost or risk to the taxpayer

2014 Gatwick Capital Investment Programme 5 Expansion at Gatwick will deliver over 120,000 jobs in London and the South East, helping to rebalance the

economy away from an overheated M4 corridor

Gatwick’s location means far fewer people will be affected by noise - a second runway at Gatwick would impact

only 14,000 people compared to the 240,000 people impacted by noise from Heathrow today

Prior to this submission we consulted local communities around the airport for their views on these three options

which helped us shape our proposals. Our provisional preference is for the third of the options consulted upon, for a

wide–spaced parallel runway to the south of the existing runway, to be operated as independent mixed mode.

During this summer the Airports Commission will assess all the short-listed schemes, including Gatwick, and consult

nationally upon these in the autumn, providing its recommendations to Government during 2015, who will then

decide whether to adopt the recommendations.

Although Gatwick has been short-listed by the Airports Commission for developing options for a 2nd runway at the

airport, this Capital Investment Programme report does not include expenditures on such a 2nd runway development,

should that be approved.

Railway Station

The long awaited new Platform 7 at Gatwick Railway Station was officially opened on 3 February 2014. This exciting

£53m project was the focus of a joint campaign between Gatwick Airport, local business groups and airlines who

backed the delivery of this new platform and helped secure the investment needed. Signalling upgrades will allow for

more reliable travelling times in preparation for service improvements associated with the Thameslink Programme

upgrade, which increases the number of trains and range of destinations from Gatwick from 2018. The project also

incorporates wider benefits that will allow for a better passenger experience throughout the airport. The station

concourse itself has seen a major refurbishment with new flooring providing an open and light space.

These improvements are the first step towards our vision for a full £185 million redevelopment of the airport station

– the Gatwick Gateway. We are working with Network Rail and the Department for Transport on plans for an all-

encompassing passenger transport interchange which will provide a seamless transition between the airport and the

railway station. It would improve the passenger experience by providing a larger concourse, reduced congestion and

intuitive passenger flows. It would also provide clear concise information and easy access to all platforms within a

modern, airy and bright environment that will be positioned between the two existing entrance bridges. The

Government has announced it will support this redevelopment with £50m of funding to kick-start development. We

have committed to contribute £50 million to this project over the next 5 years as part of this Capital Investment

Programme.

In May 2014 Govia was awarded the Thameslink, Southern and Great Northern rail franchise which operates the

railway station at the airport. This means that rail services at the airport will be transformed with new, high quality

trains, better stations and more reliable services connecting even more people to the heart of London, South East

England and key regional centres north of London. The airport is already the UK’s best connected airport and the

new franchise will combine several existing networks, making it even more accessible to people in other areas of the

country. New services will link Gatwick to Cambridge and Peterborough, connecting the airport directly to 175

mainline stations and 1000 stations served with a single change. These developments will ensure that Gatwick will be

“rail ready” for a second runway by 2021 with no additional cost to the taxpayer.

We will continue to liaise closely with Network Rail and Govia to investigate further opportunities to extend the

airport’s leading reputation for rail access.


INTRODUCTION ………………………………………………………………………………………………………………………………………………..……………………........................................................

The 2014 Capital Investment Programme is an annual document which we publish under our Commitments

framework. This document is consulted with our airline customers and the Passenger Advisory Group (PAG).

This document sets out the capital investment we are looking to undertake in the first year under Commitments

(April 2014 to March 2015) and the programme proposed for the following four years. Under previous regulatory

periods we have been constrained by being held to a fixed investment programme. With the airport business having

ever-changing needs we are pleased that under our new Commitments framework we are now able to have a rolling

5-year programme which will be able to adapt to our dynamic business. We are looking forward to the flexibility this

will allow us to work with our airline customers and PAG to provide the right investment at the right time.

The Capital Investment Programme in Context

Within our Commitments framework we have committed to continue consultation on our investment plans with both

the airline community and PAG and to annually publishing a rolling 5-year Capital Investment Programme forecasting

the cost of capital developments. In addition to this Capital Investment Programme, we will publish a revised Master

Plan (high-level strategic development direction for Gatwick comprising current and future land use plans) at 5 yearly

intervals (or as directed by Government policy) on which we will consult with airlines and the wider community prior

to its publication.

Under the Commitments framework we have committed to undertake the following consultation with our airline

customers and PAG on our Capital Investment:

Consult on Major Development Projects in excess of £10m at Tollgates 2, 3 and 4 of our current development

process

Consult annually on the performance of our Capital Investment Programme in relation to the previous 12 months

and for the following 12 months covering:

- Major Development Projects individually

- Minor Development Projects aggregated (separately identifying individual projects in excess of £1m)

- Asset Stewardship Programme aggregated (separately identifying individual projects in excess of £1m)

Consult and then publish annually a rolling 5 year Capital Investment Programme

Consult on publishing a revised Master Plan at 5 yearly intervals which includes consultation with the local

community

To fulfil our capital consultation Commitments above, following consultation with our airline customers and PAG we

have established the following channels to realise our consultation Commitments:

Capital Investment Programme published annually

Airport & Airlines Group bi-monthly meetings consulting with the airlines on strategic issues. Two additional

meetings held per year to consult on the performance of the previous 12 months Capital Investment Programme

and the programme for the following 12 months

Individual Projects and Programme Working Groups for Major Development Projects jointly with airlines and PAG

at operational level

Passenger Advisory Group Capital Plan Review Group consulting on the performance of the previous 12 months

Capital Investment Programme and the programme for the following 12 months

2014 Gatwick Capital Investment Programme 7 Together the Master Plan and Capital Investment Programme documents provide a clear picture of Gatwick’s

roadmap of development within the current, medium and long term view.

Assumptions for this Capital Investment Programme

Although Gatwick has been short-listed by the Airports Commission for developing options for a 2nd runway at the

airport, this Capital Investment Programme report is based on the assumption that Gatwick will remain a single

runway airport up to the mid-2020s. This single runway, two terminal scenario is the key premise upon which this 5-

year airport investment programme is based. Gatwick continues to safeguard for a second runway.

There is still room to grow in the short to medium term, by using un-utilised runway capacity during off-peak periods.

In addition, the introduction of larger aircraft with higher seat capacities and increasing the number of hourly runway

aircraft movements will lead to further growth. By making full use of the potential of the single runway we believe

Gatwick can build capacity to accommodate future demand.

This Capital Investment Programme is based on the consolidation of easyJet’s operations into the North Terminal,

moving British Airways to the South Terminal and Virgin Atlantic Airways to the North Terminal by summer 2016,

which has been the subject of consultation with Gatwick airlines and PAG. The airline moves associated with

easyJet’s consolidation have been carefully considered and of the three options proposed in the consultation, this is

the only viable solution which provides the capacity required within the terminals and runway scheduling limits,

moves the least number of airlines with the least disruption to operations and has the lowest cost. We are continuing

to work with the airlines most affected by this consolidation as to what their requirements are to achieve this goal.

The Structure of the Capital Investment Programme

The content of this document is guided by our Commitments framework for consultation on the Capital Investment

Programme and is intended to describe the capital investment for Gatwick over the next five years. It aims to

provide details regarding the drivers and priorities for investment as well as giving specific information on current

and future projects.

The structure of this document is as follows:

Chapter 1 describes Gatwick’s key drivers for investment and articulates how these drivers are translated into

capital investments.

Chapter 2 provides details of the consultation process for capital investment under the Commitments

framework.

Chapter 3 provides the programme of capital investment for the next 5 years as agreed by our Board in June

2014 and this programme compared to the programme provided to the CAA in June 2013, with reasons for any

material differences. In addition the June 2014 programme is compared to the programme set by the CAA at

the conclusion of their regulatory review for their fair price calculation.

Chapter 4 provides details of the Major Development Projects in excess of £10m (excluding Carryover and Asset

Stewardship projects).

Appendices provide:

the extracted schedule from the Commitments framework setting out the consultation arrangements for capital

investment (Appendix A),

our Core Service Standards and the Airline Service Standards (Appendix B)

2014 Gatwick Capital Investment Programme 8 our service Product Matrix (Appendix C)

our Asset Stewardship programme (Appendix D)

our Asset Stewardship programme compared to our June 2013 Business Plan (Appendix E)

notes from the two consultation meetings held with Gatwick’s airlines and PAG and copies of their subsequent

feedback with our responses (Appendix F)

our terminal facilities tables on a high level basis showing the existing and future status of facilities following

completion of the five year Capital Investment Programme (Appendix G).

This Capital Investment Programme document should be regarded as a product of consultation at the time of

publication and also as a basis for future consultation and thus, does not represent a mandatory investment

programme.

Feedback

This document was distributed to the members of the Airport Consultative Committee (the Gatwick airlines’

consultative body) and PAG as a draft publication for consultation in July 2014, with a request for feedback. The two

month period for formal feedback has since expired with this being the final version of the 2014 Gatwick Capital

Investment Programme. We do, of course, value feedback throughout the year. The feedback will help us improve

Gatwick’s future Capital plans.

If you have any queries on this document, or would like to comment, please email Maureen Spence:

[email protected].

mailto:[email protected]


CHAPTER 1: KEY DRIVERS FOR INVESTMENT …………………………..…………………………………………………………………………………………………………………………………………........................................................

Our key drivers for capital investment, as set out in our Business Plan submitted to the CAA last June, are:

Capacity

Service Quality

Cost Efficiencies

Commercial Revenue

Safety, Security and Compliance

Asset Stewardship

These have not changed and each one is explained in more detail below.

1.1 CAPACITY

The capacity we need to provide for our airlines and passengers is determined through our traffic forecasting, to enable

us to plan capital investments to meet future demand. As reported in previous Capital Investment Programme (CIP)

publications, we have commissioned ICF SH&E, a leading aviation consultancy to produce an independent view of the

future demand for Gatwick. To align with the latest economic outlook, the traffic forecasts were updated in March

2014. The forecast for the year commencing 1 April 2014 is for 37.8 million passengers (base case) to be handled

through our airport and this has been prepared using the same methodology as in previous CIP publications. In

addition, the CAA’s forecasts as at December 2013, from their publication “CAP 1152 - Economic regulation at

Gatwick from April 2014: notice of the proposed licence” published in January 2014, are provided for comparative

purposes.

Traffic Forecasts

Assumptions

The three traffic scenarios produced in these forecasts are intended to provide a range of growth profiles for Gatwick

over the forecast horizon. A set of optimistic and pessimistic assumptions have been analysed and a set of scenarios

created, which provide a reasonable boundary for upside and downside risk. Over the very long term, the three

cases converge towards the assumed runway capacity of Gatwick, beyond which they all grow very modestly.

Low Case Scenario

The low case reflects the downside risk in the forecasts, with a more pessimistic set of assumptions in both the short

and the long term. Possible scenarios include:

Even lower economic growth, for a prolonged period

Fuel price hike, leading to higher fares

Loss of recently gained long haul services, and/or established carriers due to competition

Year

GAL Forecast at March 2014 CAA Forecast at December 2013

Million Passengers Per Annum

Low Case Base Case High Case




2014/15 37.1 37.8 38.5 37.4

2015/16 37.6 39.3 40.9 38.2

2016/17 38.2 40.5 42.5 38.8

2017/18 38.7 41.3 43.3 39.4

2018/19 39.3 41.9 43.8 39.9

Total 190.9 200.8 209.0 193.8

2014 Gatwick Capital Investment Programme 10 Base Case Scenario

In the first three years, growth is driven by known and expected capacity additions by existing and new carriers. The

base case takes a balanced view of both positive and negative factors. Over the long term, a Gross Domestic Product

(GDP) elasticity of around unity is assumed in the base case, reflecting an on-going link to economic growth, but also

increasing market maturity and a combination of negative influences on demand, such as increasing air travel costs

relative to other modes.

High Case Scenario

The high case is intended to reflect a reasonable optimistic scenario, illustrating a set of positive conditions but

remaining within previously sustained growth rates seen at Gatwick. Possible scenarios include:

Faster economic recovery and higher sustained growth rates

Greater success in capturing market share from other London airports

The High case is considered appropriate for the purposes of capacity planning, as it provides an indication of the

maximum likely traffic volume at Gatwick over the planning horizon.

As with all forecasts, actual events may, and probably will, differ from those assumed previously.

Using Gatwick Traffic Forecasts to Determine Facility Requirements

The driver for infrastructure capacity is demand on a busy summer day. This is calculated by taking the third Friday in

August (in terms of aircraft movements) and applying forecast load factors for the Friday average of the busiest 6

summer weeks. The need for infrastructure to satisfy the peak demand remains, regardless of annual passenger

numbers as some slots will always be more commercially viable as certain times of the day are more attractive to

passengers. It is for this reason that the busy day schedule and medium term forecasts are used to model facility

requirements looking forward ten years.

The 2012 Capital Investment Programme included a detailed explanation of how GAL approaches the generation of a

busy day schedule and then how that it is converted in order to understand the demand for facilities.

Gatwick Terminal and Airfield Facilities – Current and Forecast

The tables that follow show the future forecast terminal facility requirements at Gatwick until 2020/21 in North

Terminal, South Terminal and the Airfield, using the busy day schedules to assess demand. The service level

assumptions that have been used in these assessments are quoted in the tables that follow.

It is from these facilities analyses that we determine the investment required to meet forecast demand, which is one

of the key drivers for our Capital Investment Programme.

During the course of consultation on the CIP with Gatwick’s airlines and PAG, the terminal facilities tables were

reproduced on a high level basis showing the existing and future status of the facilities following the completion of

the five year Capital Investment Programme which can be found at Appendix G.


Gatwick NT Facilities: Existing and Forecast to 2020/21 with RAG Status, including planned developments

(Tables best printed on A3 to view details)

Date of issue:

6 June 2014Current provision

Service Standards assumed

in assessments

Airline / Terminal Assumptions

ANNUAL PAX

TOTAL BUSY DAY MOVEMENTS

MAXIMUM HOURLY MOVEMENTS

BUSY HOUR DEPARTURES RUNWAY

FLOW

INTERNATIONAL ARRIVALS BUSY HOUR

RUNWAY FLOW

DOMESTIC ARRIVALS BUSY HOUR

RUNWAY FLOW

Busy Hour Flow: ~3240

@ 0400


@ 0400


@ 0400

Economy: maximum queue time of 10 minutes in total on the busy

day (5 minutes each for kiosks and bag drop).

CIP: maximum queue time of 3 minutes in total at traditional desks

Assuming 2013 Check In type splits & check-in opens at -4h for LH & Charter and -2.5h for SH, Traditional Desk and Bag

Drop @90% Utilisation, and 10% Service Desk Uplift

Total Traditional Desk Demand : 97

Total Bag Drop Demand: 40-64 (Individual Airline, 2 or 1 stage)

Comibined Traditional Desk & Bag Drop Demand: up to 161

Kiosk Demand @100% Utilisation: 16 - 106 (Indivudal Airline, 2 or 1 stage)

Assuming 2013 Check In type splits & unconstrained check-in, Traditional Desk and Bag Drop @90% Utilisation, and

10% Service Desk Uplift


Total Bag Drop Demand: 39 - 62 (Individual Airline, 2 or 1 stage)




10% Service Desk Uplift





BAGGAGE SYSTEM - CHUTES / MUPsMBH Provision: 54 MUPs

TBF Provision: 94 MUPs

Assume SH chutes open at STD-150 mins, LH & Charter at STD-240 mins. Some chutes change between handlers

during the day. Chutes close 30 minutes before STD, with 15 minute buffer for successive flights.

Assumption: Swissport in MBH, splling into TBF, others in TBF

MBH Requirement: 44 MUPs (leaving spare MUPs for early bags)

TBF Requirement: 85 MUPs

l




MBH Requirement: 54 MUPs (leaving no spare MUPs for early bags)


l




MBH Requirement: 54 MUPs (leaving no spare MUPs for early bags)


l

BAGGAGE SYSTEM - EARLY BAG STORE Early Bag Store: MBH 0, TBF 0

Requirement: Spare chutes to store early bags at peak, to enable some carriers to continue anytime check-in.

Assumption: Swissport in MBH, spilling into TBF, others in TBF

MBH: 375 bags = 10 MUPs at 40 bags / MUP

TBF: 290 bags = 8 MUPs at 40 bags / MUP

l





l





l

CENTRAL SEARCH 20 lanes

Economy: busy hour passengers do not queue for longer than 5

minutes on the busy day

CIP: busy hour passengers do not queue for longer than 1 minute on

the busy day

18-19 lanes @ 200 pph throughputsl

Planned capacity from 2016-17: 13 Gen2 lanes

23 lanes @ 200 pph throughputs (Gen1),

12 lanes @ 400 pph throughputs (Gen2) lPlanned capacity from 2016-17: 13 Gen2 lanes

24 lanes @ 200 pph throughputs (Gen1),

13 lanes @ 400 pph throughputs (Gen2) l

IDL TOTAL AREAIDL total space: ~14,450m

2

(May14 audit)

Assuming check-in opens at -4h for LH & Charter and -2.5h for SH: Busy Day Peak Occupancy: ~3030

Total IDL space recommended: at least 18,500m2 (excluding toilets, special lounges, retail storage etc). lAssuming unrestricted check-in - Busy Day Peak Occupancy: ~4,100

Total IDL space recommended: at least 25,000m2 (excluding toilets, special lounges, retail storage etc). l

Planned capacity increase to 18,000m2

Assuming unrestricted check-in - Busy Day Peak Occupancy: ~4,200

Total IDL space recommended: at least 25,800m2 (excluding toilets, special lounges, retail storage etc).

l

IDL SEATING, RETAIL & CATERING

Seating provision: 1101

(including 46 PRM seats)

Catering area provision: 2940m2 (including

kitchen and other non-passenger areas), with

1463 seats

Retail area provision: 4850m2

Indicative seat requirement 1360 - 1520, to meet target QSM score, but this is a 'soft' constraint.

Catering area requirement: up to 3,900m2

Retail area requirement: up to 9,100m2.

l




l




l

620 (rolling hour) [rolling every 30 mins]

l

EASYJET SPLIT BETWEEN TERMINALS UNTIL 2016, THEN EASYJET CONSOLIDATED IN NORTH TERMINAL

NORTH TERMINAL4620 (rolling hour) [rolling every 30 mins]


Summer 2020 (SH&E forecast high case schedule May14)

44.5mppa

EZY Consolidated in NT, Virgin move to NT

BA move to ST

NT: ~25.5mppa

ST: ~19.0mppa

979

58


42.5mppa


BA move to ST

NT: ~24.5mppa

ST: ~18.0mppa

958

56




lCHECK-IN



Desk Provision: 157

Kiosk Provision: 20

Summer 2014, based on post-handback schedule (Feb 2014)

38mppa

EZY balanced 62% NT, 38% ST

No Top 10 carrier moves

NT: ~20mppa

ST: ~18mppa

925

(August Friday schedule, schedule at 5Feb14)

55


l

0.45 - 0.50 seats per peak occupancy pax;

1.3m2 per seat;

Retail / catering - based on GAL commercial standards:

1.3m2 for all IDL pax, 40% in catering;

3.0m2 for all IDL pax, 35% in retail;

Circulation space: 20%-30% of total IDL space

No EBS assumed to open, which would enable passengers to

check in bags on arrival at airport.

Short-haul chutes open 150 minutes before STD, long-haul and

Charter 180 minutes. Chutes close 30 minutes before STD, with 15

minute buffer for successive flights.

100%LFs and 20% contingency uplift.


Date of issue:



in assessments


ANNUAL PAX



FLIGHT CONNECTIONS Current capacity 2 lanes; can expand to 3 lanesBusy hour passengers do not queue for longer than 5 minutes on

the busy day2 lanes @ 200 pph throughputs

l1 lane @ 200 pph throughputs

l1 lane @ 200 pph throughputs

l

IMMIGRATION INFLOW

Busy hour EU passengers do not queue for longer than 10 minutes

(GAL) / 25 minutes (UKBF standard);

Busy hour non-EU passengers do not queue for longer than 20

minutes (GAL) / 45 minutes (UKBF standard);


@ 1200


@ 2200


@ 2200

IMMIGRATION DESKS

Traditional desk provision: 17

(+8 in Annexe)

EU E-gate provision: 5

Range of desk requirements depending on proactive or reactive desk

opening, and on queue standard.

To meet max queue time of 10min EU and 20min NEU (GAL standard)

Traditional desk requirement: 40-48

EU E-gate requirement: 12-17

To meet max queue time of 25min EU and 45min NEU



Figures assume no improvement in transaction times, from 2011 survey: EU Trad 21sec, EU E-gate 35sec,

NEU 110sec (easy) / 300sec (hard)

Est max. Friday queue times of no build are 45 mins (EU) and 70 mins (non-EU)







Figures assume no improvement to Traditional desk transaction times, from 2011 survey: EU Trad 21sec


Assume new EU e-gates are installed in NT with 20sec transaction time







Figures assume no improvement to Traditional desk transaction times, from 2011 survey: EU Trad 21sec


Assume new EU e-gates are installed in NT with 20sec transaction time

RECLAIM BELTSCurrent provision 9 Int belts (of which 1 long)

and 2 Dom belts.

Belt available for all flights during busy hour, to support KPI of all

pax receiving baggage within 55 minutes of arrival on stand.

Requirement: INT: 9 (of which 1 long 70m+ belt, with 2 widebody flights expected to be split over 2 belts in early

morning).

DOM: 2 belts or 2 belt feeds to a single belt required to avoid any delays in accessing a belt at peak times.l

Requirement: INT: 9-10 (of which 2 long 70m+ belts, with 2 belts, 4 widebody flights still expected to be split over 2 belts

in early morning - with only 1 long belt, 7 flights are split and/or delayed by up to 20 minutes). 2 belt feeds to the long

belts would speed up delivery and reduce pressure.

DOM: 1 belt is sufficient.

l

Requirement: INT: 9-10 (of which 2 long 70m+ belts, with 2 belts, 4 widebody flights still expected to be split over 2 belts

in early morning, and some delays occur in the short-haul arrival peak in late evening; with only 1 long belt, 7 flights are

split and/or delayed by up to 20 minutes). 2 belt feeds to the long belts would speed up delivery and reduce pressure.

DOM: 1 belt is sufficient.

l

LANDSIDE RETAIL & CATERING

Catering area provision (lower & Avenue levels):

1,400m2

Retail area provision (lower & Avenue levels):

1,530m2

Arrivals concourse non-commercial area (lower

level only): 1,400m2

Arrivals concourse seating: 140 (plus 70 in F&B)

Level 10: Approx 310 seats (plus 140 F&B); Level 20:

Approx 200 seats (plus 50 F&B)

Landside peak occupancy: Arrivals concourse peak occupancy is

~16% of peak hour flow +

Landside dwell assumed ~10 minutes on average.

1.3m2 catering area per person at peak occupancy.

0.8 - 1.0m2 retail area per person at peak occupancy

2.3m2 non-commercial area per person at peak occupancy on

arrivals concourse.

Arrivals concourse peak occupancy: 440

Landside departures peak occupancy: 540

Combined landside peak occupancy: up to 980


Retail area requirement: 780 - 980m2

Arrivals concourse non-commercial area: 1,010m2

l



Combined landside peak occupancy: up to 1,370

With NT Development programme:

Planned reduction to catering area to 930m2 and retail area to 1,050m2 (inc Level 20)

Planned increase to non-commercial arrivals concourse (inc general seating) to 2,000m2


Retail area requirement: 1,100 - 1,370m2


l



Combined landside peak occupancy: up to 1,460

With NT Development programme:

Planned reduction to catering area to 930m2 and retail area to 1,050m2 (inc Level 20)

Planned increase to non-commercial arrivals concourse (inc general seating) to 2,000m2


Retail area requirement: 1,170 - 1,460m2


l

ll

NORTH TERMINAL - CONTINUED


44.5mppa


BA move to ST

NT: ~25.5mppa

ST: ~19.0mppa

979

58


42.5mppa


BA move to ST

NT: ~24.5mppa

ST: ~18.0mppa

958

56


38mppa



NT: ~20mppa

ST: ~18mppa

925


55

l


Gatwick ST Facilities: Existing and Forecast to 2020/21 with RAG Status, including planned development (Tables best printed on A3 to view details)

Date of issue:



in assessments


ANNUAL PAX



BUSY HOUR DEPARTURES RUNWAY

FLOW

INTERNATIONAL ARRIVALS BUSY HOUR

RUNWAY FLOW

DOMESTIC ARRIVALS BUSY HOUR

RUNWAY FLOW


@ 0600


@ 0700


@ 0700

Total Traditional / Bag Drop Desk Provision: 182

Total Kiosk Provision: 23

Economy: maximum queue time of 10 minutes in total on the busy

day (5 minutes each for kiosks and bag drop).

CIP: maximum queue time of 3 minutes in total at traditional desks

Assuming 2013 Check In type splits & check-in opens at -4h for LH & Charter and -2.5h for SH, Traditional Desk and Bag

Drop @90% Utilisation, and 10% Service Desk Uplift:

Total Traditional Desk Demand: 108


Combined Traditional Desk & Bag Drop Demand: up to 158

Kiosk Demand @100% Utilisation: 23 - 84 (Individual Airline, 2 or 1 stage)


10% Service Desk Uplift:






10% Service Desk Uplift:





BAGGAGE SYSTEM - MAKE UP

POSITIONSProvision: ~141 useable MUPs



Requirement: MUPs 127 (inc 20% contingency)l

Assume, post-EBS opening, 108 chutes by 2016.

SH chutes open at STD-90 mins, LH & Charter at STD-180 mins. Some chutes change between handlers during the day.

Chutes close 30 minutes before STD, with 15 minute buffer for successive flights.

Requirement: 104 chutes (inc 20% contingency)

l

Assume, post-EBS opening, 108 chutes by 2016.

SH chutes open at STD-90 mins, LH & Charter at STD-180 mins. Some chutes change between handlers during the day.

Chutes close 30 minutes before STD, with 15 minute buffer for successive flights.

Requirement: 104 chutes (inc 20% contingency)

l

BAGGAGE SYSTEM - EARLY BAG STORE Early Bag Store: 0Requirement: Spare chutes to store early bags at peak, to enable some carriers to continue anytime check-in.

Requirement: 680 bag storage = 17 MUPs at 40 bags / MUP lAssume Early Bag Store with capacity for 2,600 bags has opened by 2016

Requirement: 1,900 bag store capacity lAssume Early Bag Store with capacity for 2,600 bags has opened by 2016

Requirement: 1,900 bag store capacity l

CENTRAL SEARCH Current provision: 19 lanes

Economy: busy hour passengers do not queue for longer than 5

minutes on the busy day

CIP: busy hour passengers do not queue for longer than 1 minute on

the busy day

17 lanes @ 200 pph throughputsl

17 lanes @ 200 pph throughputs (Gen1)

9 lanes @ 400 pph throughputs (Gen2) l17 lanes @ 200 pph throughputs (Gen1)

9 lanes @ 400 pph throughputs (Gen2) l

IDL TOTAL AREAIDL total space: ~17,500m

2

(May14 audit)

Assuming check-in opens at -4h for LH and -2.5h for SH: Busy Day Peak Occupancy: ~3400

Total IDL space recommended: at least 20,800m2 (excluding toilets, special lounges, retail storage etc). lAssuming unrestricted check-in - Busy Day Peak Occupancy: ~3600

Total IDL space recommended: at least 22,000m2 (excluding toilets, special lounges, retail storage etc). lAssuming unrestricted check-in - Busy Day Peak Occupancy: ~3660

Total IDL space recommended: at least 22,400m2 (excluding toilets, special lounges, retail storage etc). l

IDL SEATING, RETAIL & CATERING

Seating provision: 1174

(including 46 PRM seats, and 60 seats in

children's play area)

Catering area provision: 3470m2 (including

kitchen and other non-passenger areas) with

1561 seats

Retail area provision: 6900m2

Indicative seat requirement 1530 - 1700, to meet target QSM score on busy day, but this is a 'soft' constraint.



l




l




l

2800 (rolling hour) [rolling every 30 min]


l

SOUTH TERMINAL3570 (rolling hour) [rolling every 30 min]

EASYJET SPLIT BETWEEN TERMINALS UNTIL 2016, THEN EASYJET CONSOLIDATED IN NORTH TERMINAL


44.5mppa


BA move to ST

NT: ~25.5mppa

ST: ~19.0mppa

979

58




l


42.5mppa


BA move to ST

NT: ~24.5mppa

ST: ~18.0mppa

958

56



l


38mppa



NT: ~20mppa

ST: ~18mppa

925


55


CHECK-IN

0.45 - 0.50 seats per peak occupancy pax;

1.3m2 per seat;

Retail / catering - based on GAL commercial standards:

1.3m2 for all IDL pax, 40% in catering;

3.0m2 for all IDL pax, 35% in retail;

Circulation space: 20%-30% of total IDL space

Assumptions applied to figures from 2016: once EBS opens

passengers can check in bags on arrival at airport.

Short-haul chutes open 90 minutes before STD, long-haul and

charter 180 minutes. Chutes close 30 minutes before STD, with 15

minute buffer for successive flights.

100%LFs and 20% contingency uplift.


Date of issue:



in assessments


ANNUAL PAX



FLIGHT CONNECTIONS Current provision: 1 lane; can expand to 2 lanesBusy hour passengers do not queue for longer than 5 minutes on

the busy day1 lane @ 200pph throughputs

l2 lanes @ 200pph throughputs

l2 lanes @ 200pph throughputs

l

IMMIGRATION INFLOW

Busy hour EU passengers do not queue for longer than 10 minutes

(GAL) / 25 minutes (UKBF standard);

Busy hour non-EU passengers do not queue for longer than 20

minutes (GAL) / 45 minutes (UKBF standard);


@ 2200


@ 2300


@ 2300

IMMIGRATION DESKSTraditional desk provision: 18

EU E-gate provision: 15

Range of desk requirements depending on proactive or reactive desk

opening, and on queue standard.







Figures assume no improvement in transaction times, from 2011 survey: EU Trad 18sec, EU E-gate 20sec (assumed

from Nov13), NEU 110sec (easy) / 300sec (hard)

Est max. Friday queue times are <20 mins (EU) and <45 mins (non-EU)

















RECLAIM BELTSCurrent provision 7 Int belts (of which 2 long

70m+) and 1 Dom belt

Belt available for all flights during busy hour, to support KPI of all

pax receiving baggage within 55 minutes of arrival on stand.

Requirement: INT: 8 (inc 2 long belts; current belt lengths sufficient, though one morning peak widebody may need to be

split over 2 smaller belts, or use a belt that is smaller than ideal with resulting pax crowding, and causing knock on

delays of up to 20 minutes to another flight or flights); with only 7 belts, delays of up to 10 minutes in accessing a belt

can be expected in the late evening peak.

DOM: 1 belt sufficient.

lRequirement: INT: 7 (1 long belt; current belt lengths sufficient),

DOM: 1 belt sufficient. lRequirement: INT: 7 (1 long belt; current belt lengths sufficient),

DOM: 1 belt sufficient. l

LANDSIDE RETAIL & CATERING

Catering area provision (lower & upper level):

1,380m2

Retail area provision (lower & upper level):

970m2

Arrivals concourse non-commercial area (lower

level only): 1,870m2

Landside peak occupancy: Arrivals concourse peak occupancy is

~20% of peak hour flow +

Landside dwell assumed ~10 minutes on average.

1.3m2 catering area per person at peak occupancy.

0.8 - 1.0m2 retail area per person at peak occupancy

2.3m2 non-commercial area per person at peak occupancy on

arrivals concourse.




Catering area requirement: 1,530m2

Retail area requirement: 940 - 1,180m2


l







l







l

l

SOUTH TERMINAL - CONTINUED

ll


44.5mppa


BA move to ST

NT: ~25.5mppa

ST: ~19.0mppa

979

58


42.5mppa


BA move to ST

NT: ~24.5mppa

ST: ~18.0mppa

958

56


38mppa



NT: ~20mppa

ST: ~18mppa

925


55


Gatwick Airfield Facilities: Existing and Forecast to 2020 / 2021 with RAG Status, including planned development (Table best printed on A3 to view details)

Service Standards assumed in

assessments

ANNUAL PAX

BUSY DAY ATMS

PEAK HOUR ATMs

DAILY CAPACITYMaximum ATMs if all available daily slots are used.

Sustained 55atms/hr achievable by 2020 over most of

the operational day.

% Utilisation of Capacity on Busy Day % Utilisation of Capacity on Busy Day % Utilisation of Capacity on Busy Day

RUNWAY 3 RETs and 3 RATs on 26L & 08R

Maximum 10 minute delay. On a busy day almost all

the available capacity is utilised and Gatwick is not

able to satisfy all demand for slots. However, on other

days of the year utilisation is much reduced. Most of

the unused capacity is at the end of the day, too late

for SH departures

91.0% l 95.9% l 95.2% l

A380 CapabilityRemote parking on NWzone for two code F.

Diversionary (AACG) compliance on taxiways only.

Compliance with CAA CAP 168 required for full service

scheduled operations. Pier Service for A380 turns.AACG compliance sufficient l

New A380 stand on Pier 6, Juliet minor works.

Restrictions on P6 departure gates and Alpha

hold. Note that only 1 x A380 can occupy a pier

served stand at any one time which restricts

scheduling.

l

New A380 stand on Pier 6, Juliet minor works.

Restrictions on P6 departure gates and Alpha

hold. Note that only 1 x A380 can occupy a pier

served stand at any one time which restricts

scheduling.

l

TAXIWAYS5 Taxiways N-S and 3 taxiways E-W providing

alternative routes to piers

There is no specific service standard for taxiways

although on route delays between the runway and

stand should be kept to a minimum and new

developments should serve to maintain or reduce taxi

times.

Main congestion point is at the entrance to the

Pier 2 / Pier 3 cul-de-sac and on Lima between

Pier 4 and Pier 6. Push back conflicts between

Pier 2 & Pier 3 and Pier 4 & Pier 6 need to be

managed aswell as pushbacks blocking the

Lima taxiway crossing.

l

The new Pier 1 is realigned to avoid pushback

conflicts and improve flow to Alpha hold.

Catering vehicle demand on the Pier 1 back of

stand road needs to be managed to avoid

conflicts with aircraft pushbacks.

l

The new Pier 1 is realigned to avoid pushback

conflicts and improve flow to Alpha hold.

Catering vehicle demand on the Pier 1 back of

stand road needs to be managed to avoid

conflicts with aircraft pushbacks.

l

Provision: 103, (incl. 55E, 3F) + 17 MARS plus 18

restricted to 734

Provision: 108, (incl. 58E, 3F) + 19 MARS plus 10

additional tow-only lProvision: 108, (incl. 58E, 3F) + 19 MARS plus 10

additional tow-only lRequirement: 124, (incl .25E & 1F) Requirement: 132, (incl. 29 E & 1 F) Requirement: 134, (incl. 31 E & 1 F)

Note 18 x 734 MARS are excluded from count. Stand 57

included as E MARS. Holding stands excluded.

Pier 1 closed, stands 58 & 59 closed, 57 accessible

for Dom WIWO operations only.P1 & P5 reconfigured and code F on 110 P1 & P5 reconfigured and code F on 110

SH&E High Case 2020/21

(44.5mppa) easyJet & Virgin in NT, BA in South

ST: 19 mppa

NT: 25.5mppa

982



l

58

1031

ST: 18 mppa

NT: 20 mppa

ST: 18 mppa

NT: 24.5 mppa

Current Provision2014 Based on actual schedule

(38 mppa) easyJet split between North & South

902 961

55 56

991 1002

Provision: 103, 55E + 3F, 17 MARS

STANDS

Any arrival should have an available stand of the right

size to park on at all times. Requirement equals Busy

day peak occupancy + 10%. Note that MARS

centrelines may be added to the total provision. MARS

centrelines are only counted if they can accommodate

A320 or larger.


Service Standards assumed in

assessments

Provision: 30 (incl 13E, 1F) + 4 MARS

(incl. 551 & 552) lProvision: 30 (incl 16E, 1F) + 6 MARS

(excl. 551 & 552) lProvision: 30 (incl 16E, 1F) + 6 MARS

(excl. 551 & 552) l

Demand: 32, incl 11E + 1 F Demand: 34, incl 11E + 1 F Demand: 36, incl 12E + 1F

95%96%

43 tows per day

95% PSL

43 tows per day

ARRIVALS COACH BAYS 2 Int (TBC) & 1 Dom95% of arrivals coaches should not need to hold for

offloading passengers.2 Int & 1 Dom

l2 Int & 1 Dom

l2 Int & 1 Dom

l

COACHING GATES11 International coaching gates (gate 45) plus one domestic

on P5

Sufficient coaching gates should be provided so that

there is always a coaching gate available to

accommodate busy day demand

Demand for 9-10 coaching gates. 11 providedl

Demand for 12 coaching gates. 11 providedl

Demand for 15 coaching gates. 11 provided

Provision: 26 (incl 16E) + 7 MARS Provision: 31 (incl 16E) + 7 MARS Provision: 31 (incl 16E) + 7 MARS

Demand: 36, incl 14E Demand: 34, incl 14E Demand: 34, incl 15E

98%99%

27 tows per day

99%

27 tows per day

ARRIVALS COACH BAYS 1 int (gate 30) & 1 dom95% of arrivals coaches should not need to hold for

offloading passengers.1 int & 1 dom

l1 int & 1 dom

l1 int & 1 dom

l

COACHING GATES

Although there are 5 coaching gates provided on gates 90 - 95

, only 3 can be used simultaneously due to space

constraints. plus one additional domestic to be provided on

10A.

Sufficient coaching gates should be provided so that

there is always a coaching gate available to

accommodate busy day demand

Demand for 4 gate. 4 providedl

Demand for 2 gates 4 provided Demand for 2 gates 4 provided l

NORTH TERMINAL

SOUTH TERMINAL

Provision: 36, 16E, 7 MARSPIER SERVED STANDS

Pier Served demand is assessed in order that 97% of

departing passengers are pier served as there are only

4 coaching gates to accommodate all remote services

in South Terminal. l



l



Current Provision2014 Based on actual schedule

(38 mppa) easyJet split between North & South

PIER SERVED STANDS

Pier Served demand is assessed in order that 95% of

passengers are pier served and there should be

sufficient coaching capacity to accommodate all

remote services. Very dependent on towing levels -

assume hourly tows + ATMs must not exceed 65/hr,

North and South Terminals combined.

Provision: 27, 11E, 3 MARS

l

l


1.2 SERVICE QUALITY

Gatwick operates in a competitive environment and has a strong ambition to become London’s airport of choice;

therefore, the quality of service we provide for our passengers is one of our key drivers for investment. In the past

the CAA has monitored our performance through the Service Quality Rebate (SQR) scheme, however, under our

Commitments framework, this scheme has been replaced by a similar service quality scheme called the Core Service

Standards (Rebates) scheme, which the CAA will monitor. This scheme provides targets that we need to achieve and

report on monthly, details of these targets can be found under Appendix B.

The Product Matrix was created following our passenger insight research during 2012 which identifies future service

outcomes for our passengers and is designed to deliver our ambition for Gatwick. PAG have designed their own

consultative work streams around our Product Matrix. We have recently consulted PAG on the content of the

Product Matrix and the latest version can be found as Appendix C. Examples of some of the service improvements

this Capital Investment Programme will deliver aligned to our Product Matrix are:

Reduced Check-in Queues through working with the airlines to upgrade their check-in and bag-drop facilities

Reduced Immigration Queues through the installation of e-gates for EU passengers by working collaboratively

with UK Border Force

Quicker processing of passengers through Security via our innovative Generation 2 Security project

Improved Arrivals facilities for passengers through the North Terminal Arrivals Transformation project

Less confusion for passengers by consolidating all easyJet’s services into the North Terminal

We pride ourselves on not limiting service improvements to only meet our monitored service standards, but

focussing on the wider remit to provide our passengers with an excellent experience whilst passing through our

airport, as demonstrated through our commitment to deliver the examples above.

Delivering the combination of these service standards and the Product Matrix requires investment across the entire

airport for facilities for both our customer airlines and passengers.

1.3 COST EFFICIENCIES

Another key driver underlying our investment decisions, is to drive down costs for the airport and our airline

customers. We look at where cost efficiencies can be made through developing innovative processes, which may

necessitate capital investment to realise them. Some examples of projects which are reducing costs are listed below:

easyJet Consolidation into the North Terminal will provide operating cost efficiencies for our largest airline

customer

Generation 2 Security will reduce the number of security lanes required in the NT Security project to process

passengers leading to reduced staff costs

Upgrades to passenger self-service bag drop units will provide operational savings for the airlines taking

advantage of these by reducing their staff costs with increased bag drop units requiring lower numbers of hosting

staff

1.4 COMMERCIAL REVENUE

We strive to maximise the revenue we can generate through commercially returning projects. Whilst this benefits

passengers by providing restaurants, shops, car parking, car rental and other services enhancing their experience

whilst passing through the airport, it also benefits our airline customers who under the single-till regulatory regime

2014 Gatwick Capital Investment Programme 19 have their airport charges off-set by the amount of income generated from these commercial facilities. Examples of

Commercial projects within our Capital Investment Programme are:

Walk through World Duty Free Store in the North Terminal

More Car Parking capacity

New Restaurant in the IDL in the South Terminal

Car Rental Facilities

Railway Station upgrade

1.5 SAFETY, SECURITY AND COMPLIANCE

Providing a safe and secure environment for our passengers is paramount for our business. We need to invest to

comply with the requirements from a range of authorities to be able to continue to operate safely. These include the

CAA for granting our licence to operate the airfield, the Department for Transport for security regulations and the

Environment Agency for protecting the environment.

Examples of such projects are:

Water Management

Operational Resilience

Airfield Lighting Upgrade

Hold Baggage Screening (HBS) replacement project

Sitting squarely within this investment driver is our Decade of Change strategy. This initiative encompasses our plans

to be environmentally friendly providing energy cost savings and CO2 reductions. Features of this within the Capital

Investment Programme are to provide Efficient Cooling; HVAC (Heating, Ventilation, Air Conditioning) and Controls,

Efficient Lighting, Pier 3 Environmental Systems minimising energy use, Power Infrastructure (electrical)

improvements and Building Fabrics (insulation and solar protection reducing heating and cooling plant loads). An

example of a significant project is the replacement of the ST Boilers with a decentralised solution that will mean we

can downgrade from high temperature hot water systems to a medium temperature system, which will have at least

a 33% efficiency saving. In addition, Major Development Projects when making installations will upgrade to energy

efficient equipment.

1.4 ASSET MAINTENANCE

At the heart of our business is keeping a smooth operation for our passengers by maintaining our existing assets.

These can be categorised into: Airfield, Facilities, Commercial, IT and Compliance/Risk. It is important that we

continue to invest in these assets, whether they are refurbishing an escalator in the terminal building or upgrading a

critical operational software application, to ensure our passengers have a good experience whilst passing through our

airport.

Examples of such projects in our Capital Investment Programme are:

Taxiways and Airfield Ground Lighting maintenance

ST Boilers upgrading and replacing

ST IAS Plant Room replacement which feeds various electrical and other facilities across the airport

ST Ceilings repair

Building maintenance for our tenants – airlines and other services

CCTV


CHAPTER 2: CONSULTATION ON THE CAPITAL INVESTMENT PROGRAMME ………………………………………………………………………………………………………………………..……………………………………………........................................................

2.1 NEW FORM OF ECONOMIC REGULATION

From April 2014, regulatory oversight of Gatwick has evolved into the 7 year Commitments framework, under which

the airport has made price, service quality, capital investment and consultation undertakings to our customers. This

replaces the regulatory model previously used by the CAA, as adapted from utility regulation. The new framework

gives the airport and airline customers the opportunity to grow our relationships, to focus on commercial goals,

through similar contractual arrangements seen elsewhere in the industry. The CAA plans to monitor the

development of the new framework, through a new licence, established for the first time at the airport, and through

formal reviews. The first of these reviews is expected to be in late 2016.

2.2 OBLIGATIONS UNDER THE COMMITMENTS FRAMEWORK

The Commitments framework clearly sets out our obligations to continue to consult with the airline community and passenger representatives on our CIP. The relevant schedule from the Commitments can be found as Appendix A.

The CAA in their February 2014 document, “Economic regulation at Gatwick from April 2014: Notice granting the

licence”, recognised our obligations for consultation on capital investment and these are firmly set within the new

form of regulation. The key requirements for capital consultation under the Commitments are:

Consult on Major Development Projects (ie projects over £10m with the exception of positive commercially

returning projects and dedicated airline projects ) through individual working groups (or where more relevant to

consult on a programme of aligned projects), at Tollgates 2, 3 and 4 of GAL’s current development process

Consult annually on the performance of the CIP in relation to the previous 12 months and for the following 12

months covering:

- Major Development Projects individually - Minor Development Projects aggregated (separately identifying individual projects in excess of £1m) - Asset Stewardship Programme aggregated (separately identifying individual projects in excess of £1m)

Consult and then publish annually a rolling 5 year CIP (compared to the CAA’s capital plan published in January 2014 as Appendix C of CAP1139)

Consult on publishing a revised Master Plan at 5 yearly intervals (this includes consultation with the local community)

We have agreed terms of reference for appropriate consultative forums with our airline customers to undertake the

consultation requirements above. Our new consultative structure for capital and other consultative requirements

under the Commitments framework is shown over the page:


2.3 PASSENGER ADVISORY GROUP

The Passenger Advisory Group (PAG) is a sub-group of the Gatwick Airport Consultative Committee (GATCOM).

GATCOM was established in 1956 as a statutory body constituted by Gatwick in accordance with the Civil Aviation Act

1982 (as amended by the Airports Act 1986). GATCOM acts as an advisory body for Gatwick providing views on how

the operation and development of the airport affects the local community, passengers, airlines and other users of the

airport. Its membership represents a wide range of interests including local authorities, civil aviation, passenger,

business tourism and community, and environmental groups.

We consult with PAG to hear their views on the facilities and services we provide to passengers and their

recommendations for improving the passenger experience. The CAA’s primary duty under the Civil Aviation Act 2012

is to “further the interests of users (passengers and owners of air freight) regarding the range, availability, continuity,

cost and quality of airport operation services; where appropriate, by promoting competition”. Within this duty the

CAA has recognised a role for PAG in the consultation on Gatwick’s capital investment, which we have now put on a

more formalised footing. As detailed in the previous section, PAG will be consulted alongside the airlines for their

views on the airport’s development projects, asset stewardship and Master Plan. You will see that they are part of

our new consultative structure above and a new PAG working group has been established to undertake this capital

consultation.

In addition to PAG being consulted on capital development projects, they have set up a number of consultative work

streams based upon our Product Matrix looking at each category of passenger and their particular requirements. The

Product Matrix can be found under Appendix C.


CHAPTER 3: CAPITAL INVESTMENT PROGRAMME OVERVIEW ………………………………………………………………………………………………………………………………………..……………………………........................................................

3.1 BACKGROUND

As outlined in the 2012 and 2013 Capital Investment Programmes, the airport consulted with its airline customers in

2012 through a process known as Constructive Engagement, to develop our capital programme for the five years

commencing April 2014. The output of this process was submitted to the CAA in our Business Plan in January 2013

and after the CAA’s consideration and further consultation with the airport, airlines and other stakeholders, the CAA

published its forecast of our 5 year capital programme commencing April 2014 (for their Fair Price Calculation) in

their final decision on the airport’s form of economic regulation in January 20141. The CAA published the cost of this

programme in 2011/12 prices to be consistent with the commencement of their consultation. For comparative

purposes, the annual capital spend totals assumed by the CAA for Gatwick for their Fair Price calculation have been

uplifted to 2014/15 prices (using a consensus of forecasts for 2014 and 2015, taken from the ‘HM Treasury Forecast

for the UK Economy’ – February 2014 edition) and are given below.

CAA CAPITAL PLAN FORECAST IN 2014/15 PRICES

2014/15

£m

2015/16

£m

2016/17

£m

2017/18

£m

2018/19

£m

168.8 215.8 205.2 151.8 121.4

3.2 UPDATED CAPITAL INVESTMENT PROGRAMME

Since the CAA’s publication of their forecast for the capital programme, we have been reviewing our capital

programme in light of changes to our business, the latest traffic forecasts and the other key drivers for investment set

out in Chapter 2.

This has resulted in an updated programme of projects as set out in the table on the following page.

1 CAA Document CAP1139: Economic regulation at Gatwick from April 2014: notice of the proposed licence -

published January 2014 (see pages 123-125)


CARRY OVER PROJECTS

ST Baggage & Pier 1 94.24 53.42 29.44 11.37 - -

Pier 5 21.60 21.60 - - - -

Consolidated Security Gate 3.71 3.71 - - - -

Gatwick Stream Flood Attenuation 1.98 1.98 - - - -

NT Baggage Voids 2.84 2.84 - - - -

ACDM55 1.50 1.50 - - - -

Limo Drop-off 1.59 1.59 - - - -

Other Carry Over (projects less than £1m each) 8.36 7.94 0.41 - - -

135.80 94.57 29.86 11.37 - -

ASSET STEWARDSHIP (see separate table of projects as Appendix D)

Airfield: 88.93 13.03 15.43 15.93 21.36 23.18

Facilities: 121.55 21.90 29.02 25.97 22.54 22.12

Commercial: 11.55 2.85 2.20 2.50 2.00 2.00

IT: 21.14 2.04 4.50 7.80 4.10 2.70

TOTAL ASSET STEWARDSHIP 243.16 39.81 51.15 52.20 50.00 50.00

COMPLIANCE, RISK AND RESILIENCE

Operational Resilience 30.00 5.00 10.00 10.00 5.00 -

14.20 1.59 1.61 - 8.70 2.30

S106 1.06 - 1.06 - - -

Passenger Transportation Fund 0.50 0.10 0.10 0.10 0.10 0.10

Public Transport/DDA Access 9.20 0.10 0.10 2.50 6.50 -

Decade of Change 10.00 - - - 5.00 5.00

64.96 6.79 12.87 12.60 25.30 7.40

CORE PROJECTS

Property Minor Works 35.00 2.30 16.58 15.00 1.13 -

NT Programme incl Check-in, Security, IDL & Arrivals 93.28 15.11 60.04 17.99 0.14 -

NT Retail Churn of ex-WDF area in IDL 4.44 - - - 4.44 -

NT Level 20 Landside Restaurant 1.29 1.21 0.09 - - -

NT IDL "Teardrops" Stores Reconfiguration 3.95 - - - 3.71 0.25

NT Borders 14.52 - - 1.35 12.23 0.94

NT Goods Lifts /Stores 4.23 1.44 2.78 - - -

Pier 6 South 10.92 - - - 1.50 9.42

Car Parking - Product Development 5.00 3.00 2.00 - - -

Digital Media 5.30 5.30 - - - -

Upgrade Check-in & Bag Drop 17.50 - - 7.90 7.95 1.65

NT Coaching Bays 2.20 - - 2.20 - -

ST IDL Level 30 Reconfiguration 5.20 5.20 - - - -

ST IDL Capacity 5.00 - - - - 5.00

Early Bag Store 21.14 - - 1.30 2.10 17.74

Stand Reconfigurations & 551, 552 15.00 - 2.50 2.50 10.00 -

NT Baggage Reclaim 2.73 - - 0.18 1.34 1.20

Car Rental & Motor Transport Facility 8.00 - - 0.45 1.59 5.96

Gen2 Security ST 2.80 2.80 - - - -

Rail Station Contribution 50.00 0.50 5.00 15.50 25.00 4.00

Commercial Minor Projects (less than £1m each) 9.00 3.80 1.30 1.30 1.30 1.30

316.51 40.66 90.29 65.67 72.43 47.47

DEVELOPMENT PROJECTS

HBS Replacement 157.92 1.47 9.26 68.99 61.92 16.28

Hangar 6.35 2.35 4.00 - - -

Business System Transformation & Renewals 12.90 1.97 3.28 3.30 2.57 1.78

(LEDS) Implementation 1.65 - 0.40 1.18 0.07 -

178.81 5.79 16.94 73.47 64.56 18.05

GRAND TOTAL 939.25 187.62 201.10 215.32 212.29 122.92

Water Management (Enhancement)

2015/16 2016/17 2017/18 2018/195 Year

Total2014/15

Capital Investment Programme

in 2014/15 prices


3.3 COMPARISON OF CAPITAL PLANS

Figure 1 below shows our 5 year Capital Investment Programme as submitted in our published June 2013 Business

Plan2

Figure 1

The key changes leading to our current Capital Investment Programme, as depicted in Figures 2 and 3 below, are:

Pier 1 and Pier 5 carryover projects have been subject to project delays and commercial challenge

Meeting the CAA’s challenge on our costs - an overall reduction of 12%

Opportunity to accelerate the NT Programme by using a new approach with less disruption

Consolidation of easyJet into the North Terminal

Pier 6 no longer required in the previous timescale due to easyJet’s consolidation and associated airline moves

Meeting the challenge on the Asset Stewardship programme to reduce this by 26%

2 Economic regulation at Gatwick from April 2014: CAA’s initial proposals: Response from Gatwick Airport Ltd –

published June 2013 (see pages 34-35)

2014 Gatwick Capital Investment Programme 25 Capital Investment Programme excluding Development Projects

Figure 2

Capital Investment Programme including Development Projects

Figure 3

2014 Gatwick Capital Investment Programme 26 The table below provides an explanation of the material differences between our revised Capital Investment Programme above and the programme as submitted in our June

2013 Business Plan.

Start Year Completion

Year Start Year

Completion

Year

CARRY OVER PROJECTS - REPHASING OF SPEND

ST Baggage & Pier 1 91.08 94.24 3.16 N/A 2015/16 N/A 2016/17

Timing slippage due to delayed closure of Pier 1 for contractural

reasons, Concorde House access maintained for longer and adverse

weather conditions

Pier 5 2.97 21.60 18.63 N/A 2014/15 N/A 2014/15Project prolonged due to a number of unplanned activities including

ground work delays due to unchartered services

Consolidated Security Gate 0.99 3.71 2.72 N/A 2013/14 N/A 2014/15 Project re-programmed

Gatwick Stream Flood Attenuation 0.40 1.98 1.58 N/A 2014/15 N/A 2014/15As a result of Thames Water sewage ingress, project was delayed to

allow site clean-up

NT Baggage Voids - 2.84 2.84 N/A 2013/14 N/A 2014/15Project re-scoped to maximise outcomes leading to this project being

carried over when it had not been ancitipated to do so

ACDM55 - 1.50 1.50 N/A 2013/14 N/A 2014/15 An incremental approach to the project roll-out favoured over a "big bang"

Limo Drop off - 1.59 1.59 N/A 2013/14 N/A 2014/15Project brought forward in consultation with airlines to deliver summer

2014

Other Carry Over projects (less than £1m each) - 8.36 8.36 N/A 2013/14 N/A 2015/16 Minor projects re-programming

ASSET STEWARDSHIP (see separate comparison sheet Appendix E)

COMPLIANCE, RISK AND RESILIENCE

Operational Resilience - 30.00 30.00 N/A N/A 2014/15 2017/18New project following Christmas Disruption including the implementation

of the McMillan Report recommendations

Water Management (Enhancement) 9.15 14.20 5.05 2014/15 2015/16 2014/15 2018/19 Project re-categorised - moved out of Asset Stewardship projects

Statutory Accommodation Works 3.08 - -3.08 2014/15 2016/17 N/A N/A Project now absorbed into Asset Stewardship Facilities projects

FPT Software & Hardware 0.28 - -0.28 2014/15 2014/15 N/A N/A Project now absorbed into Asset Stewardship IT projects

Decade of Change 24.67 10.00 -14.67 2014/15 2018/19 2017/18 2018/19 Monies from this project have been moved into other projects

CORE PROJECTS

Property Minor Works - 35.00 35.00 N/A N/A 2014/15 2016/17Potential spend ranging from £15-35m to enhance and modify campus

wide property portfolio to maintain income - details being worked through

NT Programme incl Check-in, Security, IDL & Arrivals 152.96 93.28 -59.68 2014/15 2018/19 2014/15 2017/18New scope for entire programme to allow facilities to be brought forward

to meet forecasted demand at a reduced cost

NT Retail Churn of ex-WDF area in IDL - 4.44 4.44 N/A N/A 2017/18 2017/18 New project to realise commercial opportunity

NT Level 20 Landside Restaurant - 1.29 1.29 N/A N/A 2014/15 2015/16 New project to realise commercial opportunity

NT IDL "Teardrops" Stores Reconfiguration - 3.95 3.95 N/A N/A 2017/18 2018/19 New project to realise commercial opportunity

NT Borders 13.59 14.52 0.93 2015/16 2018/19 2016/17 2018/19Project re-phased to later in the period at the anticipated same cost as

before

NT Goods Lifts /Stores - 4.23 4.23 N/A N/A 2014/15 2015/16 New project

*Material Difference equals more than £1m or 10% change whichever is the greater or change to completion date by more than one year

June 2013 June 2014

Explanation of Material Difference* Capital Investment Programme

Comparison in 2014/15 prices

Business Plan

June 2013

5 Year Total

Cost

£m

CIP

June 2014

5 Year Total

Cost

£m

Variance

£m


Start Year Completion

Year Start Year

Completion

Year

CORE PROJECTS - CONTINUED

Pier 6 South 180.36 10.92 -169.44 2014/15 2018/19 2017/18 2020/21

The facility is not required to the previous timescale due to easyJet's

consolidation and will now commence later in the period at the

anticipated same cost as before

Car Parking - Product Development 5.14 5.00 -0.14 2017/18 2018/19 2014/15 2015/16Commercial benefits to be realised earlier and congestion eased by

bringing project forward

NT Coaching Bays 2.48 2.20 -0.28 2014/15 2017/18 2016/17 2016/17 Project re-phased

ST IDL Level 30 Reconfiguration - 5.20 5.20 N/A N/A 2014/15 2014/15 New project to realise commercial opportunity

ST IDL Capacity 65.79 30.00 -35.79 2015/16 2018/19 2018/19 2020/21Project re-phased to later in the period at the anticipated same cost as

before

Early Bag Store 24.67 21.14 -3.53 2014/15 2018/19 2016/17 2020/21Project re-phased to later in the period at the anticipated same cost as

before

Stand Reconfigurations & 551, 552 19.89 15.00 -4.89 2014/15 2017/18 2015/16 2017/18 Project to be reviewed in light of easyJet consolidation

Car Rental & Motor Transport Facility 8.22 8.00 -0.22 2014/15 2016/17 2016/17 2018/19 Project re-phased

Rail Station Contribution - 50.00 50.00 N/A N/A 2014/15 2018/19New capital contribution to Gatwick Gateway spread across 5 year

period

Gen2 Security ST - 2.80 2.80 N/A N/A 2014/15 2014/15 New project to increase passenger security processing throughput

Upgrade Check In & Bag Drop 18.00 17.50 -0.50 2014/15 2018/19 2016/17 2018/19 Project re-phased in line with airline requirements

Runway 2 10.28 - -10.28 2014/15 2015/16 N/A N/A CAA determined not classed as capital

CIP Departures 2.36 - -2.36 2014/15 2015/16 N/A N/A Re-phased to end of period

CIP Arrivals 2.20 - -2.20 2014/15 2015/16 N/A N/A Re-phased to end of period

Minor Development Projects 10.28 - -10.28 2014/15 2018/19 N/A N/ARange of works over the period which have been re-categorised into their

component parts resulting in the cost reduction in this line

DEVELOPMENT PROJECTS

HBS Replacement 162.64 157.92 -4.72 2014/15 2018/19 2014/15 2018/19 Realised challenge to reduce costs

Hangar 5.50 6.35 0.85 2014/15 2014/15 2014/15 2015/16 Project delayed due to later contract completion

Business System Transformation & Renewals 15.79 12.90 -2.89 2014/15 2018/19 2014/15 2018/19 Realised challenge to reduce costs


June 2013 June 2014

Explanation of Material Difference* Capital Investment Programme

Comparison in 2014/15 prices

Business Plan

June 2013

5 Year Total

Cost

£m

CIP

June 2014

5 Year Total

Cost

£m

Variance

£m

2014 Gatwick Capital Investment Programme 28 The table below compares the CAA’s annual forecast spend for their fair price calculation with our revised Capital

Investment Programme.

Explanation of the variance between forecasts is as per the table above setting out the material differences between

our June 2013 Business Plan and our revised Capital Investment Programme as at June 2014.

3.4 SUMMARY The total expenditure outlined in this investment plan for the 5 years commencing April 2014 is £939 million in

2014/15 prices. We are continually striving to deliver more value for less by working more efficiently, ensuring that

the right projects appearing in the CIP have been fully explored considering people, process, systems and

infrastructure.

Looking ahead to the rest of 2014, there is significant further investment required to expand current facilities where

required, achieve greater operational efficiency and improve the passenger experience for all of our passenger

segments. Beyond 2015, we are forecasting approximately £752 million of capital expenditure between 2015/16 and

2018/19, thereby continuing a similar rate of expenditure and improvement since the airport changed ownership in

December 2009.

This document represents a CIP issued as an output of and for the purposes of further consultation and thus does not

represent a mandatory investment programme.

2014/15 2015/16 2016/17 2017/18 2018/19 5- Year

Total

£m £m £m £m £m £m

GAL CIP excluding

Development Projects181.83 184.16 141.85 147.73 104.87 760.44

CAA Forecast for

Fair Price Calculation168.8 215.8 205.2 151.8 121.4 863.0

Variance from CAA 13.03 -31.64 -63.35 -4.07 -16.53 -102.56

GAL CIP including

Development Projects187.62 201.10 215.32 212.29 122.92 939.25

CAA Forecast for

Fair Price Calculation168.8 215.8 205.2 151.8 121.4 863.0

Variance from CAA 18.82 -14.70 10.12 60.49 1.52 76.25

COMPARISON OF GAL AND CAA CAPITAL PLAN FORECASTS IN 2014/15 PRICES


CHAPTER 4: PROJECT SUMMARIES ………………………………………………………………………………………………………………………………………..……………………………........................................................

The tables below provide summary details of Major Development Projects over £10m (excluding Carryover and Asset Stewardship projects) to be undertaken within our 5 year capital programme:

4.1 CORE PROJECTS

Project Name NT Programme – Check-in on Avenue

Project Number C-40205

Description / Scope Providing check-in and bag drop facilities in the Avenue level of the North Terminal

Benefits Efficiency gains from a better layout and newer technology for faster throughput of passengers. By moving check-in currently in Zones F, G & H in the North Terminal to this lower level, this will enable new Security lanes to be built in that vacated area no longer requiring an extension to be built to the IDL

Programme Major Works Commence on Site (Level 10): Major Works Complete:

November 2014 November 2015

Cost £36.27m in 2014/15 prices

Project Name NT Programme – Walkthrough WDF


Description / Scope Providing a walkthrough WDF store immediately after exiting Security through to the IDL

Benefits Increased revenue generation in the region of incremental income of £6.5m annually

Programme Major Works Commence on Site: Major Works Complete:

April 2016 May 2018


Project Name NT Programme – Security in Zones F, G and H


Description / Scope Extensive positive feedback has been received from both passengers and airlines showing they are very impressed with South Terminal security and what has been done to make a step change in our approach to security at Gatwick. This project seeks to continue the transformation of security by modernising and refurbishing North Terminal security. North Terminal has a total of 20 lanes; however, only 6 lanes currently have the 1st generation smart lane technology. This project will move Security to the area vacated by easyJet check-in in Zones F, G and H and to install 2nd generation smart lane technology across 13 new lanes. The lanes will include separate processing lanes for Families and Assistance passengers and for Premium Business passengers.

Benefits This will enable Gatwick to improve the overall passenger experience in line with passenger growth. Increase passenger throughput from 200 passengers per hour per security lane moving to 400 passengers per hour per security lane following trials in the South Terminal. Through the introduction of new technology and improved processes.

Programme Major Works Commence on Site: Major Works Complete:

June 2015 August 2016



Project Name NT Programme - Arrivals Transformation


Description / Scope The airlines have described North Terminal arrivals concourse as an experience akin to ‘a grim dungeon’. North Terminal arrivals landside has not been invested in since 1988 and is now extremely dated and worn. The new vertical circulation from Level 00 to Level 10 in the Check In On Avenue project will remove the existing escalators and create more space in the Arrivals Hall. This project aims to transform the North Terminal arrivals landside experience by modernising the area and improving the layout and orientation to provide efficient passenger flows and includes a small increase in retail space.

Benefits Provides a positive landside experience for passengers arriving at Gatwick, including core, PRM, families and premium

Improves the retail, commercial and onward travel opportunities from arriving passengers and improves revenue

Programme Major Works Commence on Site: Vertical Circulation Complete: Retail Complete:

October 2014 November 2015 Anticipated March 2016


Project Name NT Borders


Description / Scope Unacceptable queues occur at NT Border Zone at peak times and the existing space is dated, worn out and provides poor passenger experience. More capacity is required and the quality and feel of the space is visibly inferior to the South Terminal Border Zone space. Capacity: To meet passenger growth forecast and the increase in demand from eligible passengers for e-gates and reduce queues at peak times, it is necessary to provide 15 new generation e-gates (safeguard for 20), 3 monitoring desks and relocate and reconfigure 22 manual desks as well as provision of additional 300m2queuing space in the North Terminal. (Compared to current 5 e-gates, 22 manual desks and 665m2 of queue space) Refurbishment: The project will refurbish the North Terminal space to a similar standard to that currently seen in South Terminal.

Benefits Modernise and refurbish the North Terminal Border Zone to improve the environment, and achieve equality of experience for passengers with South Terminal Provides the additional capacity required to meet growth forecast and incorporates automated e-border technology in line with UK Border Force policy

Programme Tollgate 2 (launch): Tollgate 3 (design): Tollgate 4 (deliver): Tollgate 5 (trial): Tollgate 6 (operate):

March 2016 July 2016 March 2017 May 2018 July 2018



Project Name Pier 6 Southern Extension


Description / Scope To accommodate growth in the North Terminal and improve pier service levels. Provides sufficient pier served stands to maintain pier service levels at 95% in line with projected growth. • Delivers a net increase in North Terminal stand capacity of 7 code E stands • Delivers a net increase of 8 code C stands • Safeguards for up to 4 code F stands • Supports Gatwick’s strategic priority to drive on time performance • Provision of flexible stands in order to deliver increased utilisation

Benefits Provision of the required pier served stands to safeguard Pier Service Levels at 95% in line with the future traffic forecasts and delivers flexible stands to accommodate different aircraft types and operational models

Programme Start on Site: Complete:

Winter 2017 2022

Cost £175.92m in 2014/15 prices of which £10.92m estimated to be spent in this 5 year period

Project Name Early Bag Store


Description / Scope This project provides an automated bag storage facility for up to 3,000 bags with connectivity to existing baggage systems and hold baggage screening facilities. Allows the continued provision of flexible check-in products currently enjoyed by passengers and airlines. It will overcome the necessity to restrict check-in opening times with the resulting degradation of the current passenger and airline experience. Provide the functional platform to enable new check-in products such as any-time check-in, automated self-service bag drop for our passengers and an opportunity for the airlines to have a range of check-in opening times and the potential to reduce the cost of their baggage operation. This enables check-in up to 18 hours prior to scheduled departure and reduces chute opening times by at least 30 minutes which contributes to reduction in peak queue times. Through our research half of passengers were interested in early bag drop off facilities at the airport and they felt that this facility would make their time at the airport less stressful.

Benefits Delivers any-time check-in for passengers and provides the airlines with the opportunity to have a range of check-in opening times and reduce the cost of their baggage operation

Programme Programme will be known following evaluation of HBS Replacement works

Cost £24.14m in 2014/15 prices of which £21.14m estimated to be spent in this 5-year period


Project Name Stand Reconfigurations and Stands 551, 552


Description / Scope To reconfigure existing stand infrastructure to accommodate changes in fleet mix and aircraft sizes, providing sufficient aircraft parking positions/serviced stands/pier served stands to meet the future forecast. This project also includes the reconfiguration of the North Terminal Domestic gate area to replace the existing facility.

Benefits This project will ensure that 95% pier service is maintained, whilst providing flexible infrastructure to accommodate different aircraft types and operational models, supporting on time performance for our airlines. The project will also improve the current utilisation of the existing 551/ 552/ 553 stands as smaller aircraft are phased out in favour of larger A319/320/321 aircraft.

Programme Start: April 2015 Finish: 2018


Project Name Rail Station Contribution


Description / Scope One-off contribution to the Gatwick Gateway railway station improvement project

Benefits Improving the passenger experience of onward travel facilities

Programme Not Applicable


4.2 DEVELOPMENT PROJECTS

Project Name HBS Replacement


Description / Scope The project is required to ensure compliance with legislation and enhance security. Specifically to replace all 24 Level 1 / 2 Hold Baggage Search machines at Gatwick with the new Standard 3 by 1st September 2018 and so meet the requirements of the Department for Transport as stated in their letter of 22nd February 2012. The new equipment has a lower throughput and is larger and heavier than the current machines. It also requires a different baggage system layout. Level 3 HBS machines will no longer be required. The solution assumed at this stage requires a new build facility at North Terminal, to resolve disruption and minimise the total number of new machines by 4. At South Terminal a temporary facility is assumed to enable removal of the existing HBS. A full live trial facility is also included.

Benefits To maintain Gatwick’s compliance with the Government’s legal security requirements and adopting the highest security standards available.

Programme Tollgate 3 (design): Tollgate 4 (deliver): Tollgate 5 (trial): Tollgate 6 (operate):

2nd Quarter 2015 3rd Quarter 2016 End 2017 August 2018

Cost £158.20m at 2014/15 prices of which £157.92m estimated to be spent in this 5 year period


Project Name Business System Transformation and Renewals


Description / Scope Gatwick Airport wants to develop solutions that will give us, the airlines and the ground handlers a competitive advantage in the way we communicate with and process our passengers. Investment in the systems and technologies will ensure that Gatwick delivers a great passenger experience, drives airline growth whilst increasing the efficiency of operation.

Benefits Provides innovative technological solutions which enable Gatwick to improve the way we communicate with our passengers throughout their journey Integrates new technology systems with our business partners to improve data communication and efficiency

Programme Not fully known at this time as will be a programme of works that will be developed throughout the 5 year period

Cost £12.90m at 2014/15 prices estimated to be spent in this 5 year period (this is a continual programme)

4.3 COMPLIANCE, RISK AND RESILIENCE PROJECTS

Project Name Operational Resilience

Project Number Programme of projects with various numbers

Description / Scope Works to prevent flooding of the terminals and airfield following recommendations made in the McMillan report on Christmas disruption, caused by flooding of the North Terminal on Christmas Eve 2013. Other works to provide resilience in times of disruption.

Benefits Avoiding disruptions to passengers and airlines’ operations as a result of flooding

Programme Not fully known at this time as will be a programme of works that will be developed throughout the 5 year period

Cost £30m at 2014/15 prices

Project Name Water Management (Enhancement)


Description / Scope Strategic Attenuation, Completion of Pollution Lagoon and Pollution Treatment Capacity projects

Benefits Ensuring sufficient ponds for flood alleviation

Programme Project works spread across the 5 year period



Project Name Decade of Change


Description / Scope Identify, bring forward and delivery of specific projects to achieve 20% energy savings from 1990 baseline by 2020 to reduce direct opex cost and contribute towards reduction in carbon footprint. This is a specific requirement to identify GAL wide or specific opportunities which sit outside Development projects.

Benefits Reducing direct opex costs and contribute towards reducing the airport’s carbon footprint. Energy savings of £24m

Programme Not fully known at this time as will be elements within a variety of projects over the 5 year period with differing timescales

Cost £10.00m in 2014/15 prices estimated to be spent in this 5 year period (this is a continual programme)


APPENDICES

APPENDIX A – Commitments Capital Investment Consultation Schedule

APPENDIX B – Core Service Standards (Rebates) Scheme and Airline Service Standards

APPENDIX C – Product Matrix

APPENDIX D – Asset Stewardship Programme

APPENDIX E – Asset Stewardship Programme Comparison

APPENDIX F – Consultation Feedback APPENDIX G – Terminal Facilities Tables


A Appendix A – Commitments Capital Investment Consultation Schedule

Schedule 4 (Capital Investment Consultation)

1. Definitions For the purposes of this Schedule the following definitions apply:

1.1 ‘Major Development Projects’, means those individual projects or individual programmes of projects in excess of £10m (excluding the Asset Stewardship Programme) and the Second Runway Project;

1.2 ‘Minor Development Projects’ means those individual projects or individual programmes of projects less than £10m (excluding both the Asset Stewardship Programme and Second Runway Project); and

1.3 ‘Asset Stewardship Programme’ means all asset maintenance and replacement projects in the following asset groups: Airfield, Commercial, IT, Facilities and Compliance/Risk.

1.4 ‘Commercial Return Project’ is any project with associated commercial revenues that has a positive Net Present Value not taking into account incremental Airport Charges.

1.5 ‘A Dedicated Airline Project’ is a project undertaken for the benefit of one or more specified airlines and which is remunerated by a separate commercial arrangement or specific airport charge payable by users of the project

1.6 ‘ACC’ means the Gatwick Airport Consultative Committee

2. Airline consultative groups 2.1 Consultation with the airlines will need to be undertaken at a number of different levels, with groups formed

appropriately:

2.1.1 ACC: to consider strategic matters involving the medium- to long-term development of the airport;

2.1.2 Capital sub-committee of ACC: to consider tactical matters involving the delivery by GAL of the capital development programme; and

2.1.3 Working groups (informal and formal): to consider operational impacts of projects on the day-to-day activities of the airlines operating at the airport. These working groups (where required) will be project specific, involve affected airlines, and may require a formally constituted working group for significant projects requiring a high degree of airline input into the design and execution planning (e.g. check-in transformation).

3. Master Plan Before publishing a revised Master Plan for the Airport GAL will consult with Operators and the ACC as well as other business partners and the local community.


4. Capital Investment Programme 4.1 GAL will publish annually a rolling five year Capital Investment Programme (CIP). Before publishing the CIP GAL

will consult with the ACC and with the Gatwick Passenger Advisory Group such consultation to address:

4.1.1 the principal business drivers behind the airport’s development strategy, including service levels;

4.1.2 forecast traffic demand and associated demand for airport capacities and services;

4.1.3 the capacities that the airport intends to provide, taken in the context of forecasted demand; and

4.1.4 the cost of the capital investment programme, and the resulting effect on the asset base of the airport.

4.2 The forecast cost of the capital investment programme will:

4.2.1 summarise expenditure on each of the Major Development Projects;

4.2.2 summarise aggregate expenditure on the Asset Stewardship Programme (across all five elements);

4.2.3 summarise aggregate expenditure on Minor Development Projects;

4.2.4 be at a level of detail that reflects the planning horizon and Tollgate status for projects, with those in the short-term being more granular and certain than those in the final years of the forecast; and

4.2.5 provide an explanation as to any material differences between the latest forecast and both the prior year forecast and the forecast incorporated in Appendix C of CAP 1139.

5. Individual Major Development Project consultation 5.1 As part of the annual Capital Investment Programme consultation with the ACC, GAL will consult with airlines

in relation to Major Development Projects (with the exception of Commercial Return Projects and Dedicated Airline Projects) covering:

5.1.1 high-level options for the development of Major Development Projects and the trade-offs involved between alternatives;

5.1.2 the outputs that are expected to be delivered in terms of service, capacity, operating cost, and revenue;

5.1.3 scope, programme and cost of the project required to deliver the business objectives; and

5.1.4 the business case for the project.

5.2 GAL will consult with the Capital sub-committee of the ACC in relation to the Major Development Projects at Tollgate 2, Tollgate 3, and Tollgate 4. This will require meetings on a more frequent basis than annually.

5.3 Following Tollgate 4, progress with the delivery of Major Development Projects will be reviewed by the Capital sub-committee of the ACC as part of its annual Capital Investment Performance Review (see below).

5.4 GAL will consult with the Gatwick Passenger Advisory Group in relation to Major Development Projects at appropriate times in the life cycle of such projects.

5.5 In this paragraph 5 of Schedule 4:

5.5.1 Master Plan refers to the plan prepared by GAL detailing how it intends to take forward its strategic framework in the form of airport specific proposals, designed to help inform the regional and local planning processes and facilitate engagement with a wide range of stakeholders and

5.5.2 Tollgates 2, 3 and 4 respectively refer to the launch, design and deliver tollgate stages of GAL’s current project development process or the similar stages of any revised process that GAL may adopt.


6. Annual Capital Investment Performance Review 6.1 GAL will meet annually with the Capital sub-committee of the ACC and members of the Gatwick Passenger

Advisory Group to review GAL’s delivery of the Capital Investment Programme, specifically:

6.1.1 in relation to the following 12 months:

6.1.1.1 the schedule and expenditure for each Major Development Project;

6.1.1.2 the priorities and aggregate expenditure of the Asset Stewardship Programme across each of the five broad elements (separately identifying individual projects in excess of £1m).

6.1.1.3 the expenditure on Minor Development Projects (separately identifying individual projects in excess of £1m).

6.1.2 in relation to the preceding 12 months, works undertaken and progress with:

6.1.2.1 each Major Development Project;

6.1.2.2 Minor Development Projects (separately identifying individual projects in excess of £1m); and

6.1.2.3 Asset Stewardship Programme across each of the five broad elements (separately identifying individual projects in excess of £1m).


B Appendix B – Core Service Standards (Rebates) Scheme

Standard “i” Metric Rebate level

Maximum potential rebate (both terminals, unless noted)

(i) Passenger satisfaction measures 0.80%

1

2

3

4

Departure Lounge Seat Availability

Cleanliness

Way-Finding

Flight Information

Moving Average QSM Score

3.8

4.0

4.1

4.2

0.20%

0.20%

0.20%

0.20%

(ii) Security 2.60%

5 Central Passenger Search Times <5 Minutes and Times <15 Minutes

95% 98%

1.0%

6 Central Passenger Search* Day when single time slice >30 Minutes

Single event per day

(0.05% per day) (0.7% max per month)

7 Transfer Passenger Search Times <10 Minutes 95% 0.20%

8 Staff Search (Terminals and Crew) Times <5 Minutes 95% 0.35%

9 External Control Posts Search Times <15 Minutes 95% 0.35%

(iii) Passenger operational measures 1.05% (ST) 1.55% (NT)

10 Passenger Sensitive Equipment (General) % Time Available 99% 0.05%

11 Passenger Sensitive Equipment (Priority) % Time Available 99% 0.50%

12 Inter Terminal Shuttle System % Time 1 Car Available and 5 Time 2 Cars Available

99%

97% 0.50% (NT)

13 Arrivals Reclaim (Baggage Carousels) % Time Available 99% 0.50%


Standard “i” Metric Rebate level

Maximum potential rebate (both terminals, unless noted)

(iv) Airline operational measures 1.60%

14a Outbound Baggage OBP** Daily 97% 0.175% per day (0.70% max per month)

14b Outbound Baggage OBP** Monthly 99% 0.70%

15 Stands % Time Available 99% 0.05%

16 Jetties % Time Available 99% 0.30%

17 Pier Service Moving annual average % passengers pier served

95% (both terminals)

0.50%

18 Fixed Electrical Ground Power % Time Available 99% 0.05%

(v) Aerodrome congestion term 0.70%

19 Airfield congestion / availability

[maximum cumulative movements deferred following a material event which has a material impact]

>3** 0.70%

Total 7.25% (NT) 6.75% (ST)

* In a day when the single time slice is greater than 30 minutes the maximum daily penalty is 0.05% with a maximum monthly penalty of 0.70% ** Refer to Gatwick Airport Core Service Standards Handbook for detail. Calculation of the passenger satisfaction measures, the security queues, the Passenger operational measures and the Airline operational measures shall be undertaken in accordance with the “Gatwick Airport Core Service Standards Handbook”.

Appendix B – Airline Service Standards

Standard “k” Metric Target Level Reduction Percentage

Check-in performance -queue time

Times <30 Minutes 95% 1.0%

Arrivals bag performance - last bag on carousel

Times <50 Minutes (large aircraft) Times 35 Minutes (small/medium aircraft)

95% 0.50%

Calculation and measurement of the Airline Service Standards will be undertaken in accordance the “Gatwick Airport Airline Service Standards Calculation Guide” which may be amended from time to time by agreement between Gatwick Airport Limited, the Gatwick Airline Operators Committee and the Gatwick Airport Consultative Committee.


C Appendix C - Product Matrix


1.1 Service offer that encourage the

use of public transport modes

1.1 Dedicated chauffer / limo drop

off area

1.1 Priority parking areas (fast

connection)

1.1 Dedicated drop off area 1.1 Dedicated parking

1.2 No road traffic queues on airport 1.2 Premium and valet parking 1.2 Access to limo drop off for HVP 1.2 Maximum wait 5 minutes 1.2 Accessible routes into Terminals

1.3 Real time transport network and

service information

1.3 Kerb side lounge with

concierge(Heated & dry)

1.3 Child friendly concierge service

1.4 Bag drop valet parking facility 1.4 Mulitple pick up points at all

areas eg: Bus, Coach, Rail

1.4 Family orientated trollies - grab

handles etc

1.5 Fit for purpose smoking facilities

1.6 Contemporary design for external

areas

1.7 Clear routing for pax from / to

onward travel

1.8 Accessible drop-off areas to

match demand

1.9 Sufficient public car park capacity

to meet demand for on-airport

parking

2.1 Maximum 10 minute queue 2.1 No queue 2.1 Business segregated check-in 2.1 Accessible check in with flexible

hours

2.1 Dedicated area for families

2.2 Intuitive flow through design 2.2 Dedicated area, aesthetically

differentiated

2.2 System for pre-order in flight

products

2.2 Check in available at earliest

point in journey to get rid of bags

and not just for those using PRM

service

2.2 Space = IATA A

2.3 Space = not less than IATA C (at

peak)

2.3 Space = IATA A 2.3 Technology for "swipe" check-in 2.3 Distractions for children

2.4 Well lit and clutter free

environment

2.4 Kerb side check-in & bag drop 2.4 Off site bag drop 2.4 Family orientated trollies - grab

handles etc

2.5 Remote check-in (passenger

acceptance)

2.5 Minimal travel distances

2.6 Common use areas for bag tag &

drop

2.6 Off site bag drop

2.7 Anytime check-in 2.7 Premium check-in lounge

2.8 Segregated group check-in 2.8 Premium PRM pick up service

from home

2.9 Any bag to any chute

2.10 Staff and mobile technology to

proactively assist passengers

2.11 Display of check-in location and

queue (via smart phone app)

2.12 Display of security queue (visual

display screens & via smart phone

app)

Check-in

Concourse

Surface

Access

PRODUCT MATRIX

FamilyBusinessPremium AssistanceCore


3.1 Maximum 10 minute queue 3.1 No queue 3.1 Maximum queue 5 minutes 3.1 Maximum 10 minute queue 3.1 Dedicated lanes (not with PRM)

3.2 Space = not less than IATA C 3.2 Dedicated area with personal

service

3.2 Dedicated lane with efficient

service

3.2 Dedicated lanes (not with

families)

3.2 Space = IATA A

3.3 Friendly, helpful and efficient

staff

3.3 Space = IATA A 3.3 Loyalty based segregation 3.3 Privacy Cubicles 3.3 Cheerful aesthetics (visuals etc.)

3.4 Effective multilingual comms 3.4 Shoe Scanners 3.4 Shoe Scanners 3.4 DDA compliant seating for

recomposure

3.4 Helpful staff

3.5 Eliminate clothing removal 3.5 AMD "friendly process" 3.5 Shoe Scanners

3.6 Mobile technology for boarding

passes

3.6 Shoe Scanners

3.7 Space and seating for

recomposure

3.8 Display of security queue (visual


app)

4.1 Segregated / quiet zones 4.1 Direct routes through to lounges 4.1 Business centre facilities 4.1 Reception points close to security

exit

4.1 Family areas (kids and teens)

4.2 Airside smoking areas for

passengers

4.2 Personal shopping / retail pods 4.2 Quiet areas for business

travellers

4.2 Seating with real time

information

4.2 Family F&B offers

4.3 Push info to passengers 4.3 Segregated Premium lounges 4.3 Business friendly facilities in F&B 4.3 Close to toilet facilities 4.3 Leisure lounges

4.4 Personalised call to gate (via SMS

& smart phone app)

4.4 Exclusive / luxury retail 4.4 Access to F&B and shops 4.4 Entertainment

4.5 FIDS with departure gate specific

distance / times & flight status

4.5 Massage & relaxation facilities 4.5 Minimal level changes 4.5 Teen Music Lounges (iTunes)

4.6 Comfortable seating / social areas 4.6 Showers 4.6 DDA compliant seating in F&B

outlets

4.7 Airfield views (outdoor or indoor)

4.8 Retail to suit whole schedule

(late night)

4.9 Space = minimum IATA C /

commercial benchmark

4.10 Gateway / Portal to distinguish

pier entry points

4.11 Uncluttered structured retail

layout

4.12 Efficient VAT refund service

IDL

Security

Core Premium Business Assistance Family


5.1 95% Pier Service 5.1 Separate passenger access 5.1 Gate room business facilities 5.1 Toilet provision at recommended

frequency

5.1 Experiential activities in gate

rooms

5.2 Space = not less than IATA C 5.2 Priority boarding 5.2 5.2 Changing areas with adult bed

facilities

5.2 Strollers at aircraft side on

inbound flights

5.3 Minimum gate room dwell time 5.3 Segregated seating in the gate

room

5.3 Lifts for all vertical movements

5.4 Comfortable gate room seating

(customer group)

5.4 Minimal distance to gate

5.5 Airline consolidated on piers /

gates

5.5 Resting points

5.6 Vertical segregation of

passengers in piers

5.6 Facilities for Guide Dogs

5.7 Lifts close to stands (for w/chairs

etc.)

5.8 Automate boarding & displays for

aircraft status

6.1 Airside transfer facilities

(domestic & international)

6.2 Space = not less than IATA C

6.3 Visual display for "next service"

real time information

6.4 Call facility for on demand off

peak service

7.1 Max Q = 10 mins EU Non-EU = 20

mins

7.1 No queue 7.1 Maximum 5 minute queue 7.1 Maximum 10 minute queue 7.1 Maximum 10 minute queue

7.2 Space = not less than IATA C 7.2 Space = IATA A 7.2 Registered/Trusted traveller

programme

7.2 Dedicated lane 7.2 Dedicated lane

7.3 A "Warm welcome to Gatwick" &

UK

7.3 Dedicated lanes 7.3 Segregated lanes

7.4 Display of border queue (visual


app)

7.4 Arrival lounge / facilities and/or

seating

7.5 Registered traveller programme

Premium Business Assistance Family

Transfers

Arrivals

Border

Zones

Piers

Core


8.1 Onward travel tickets /

information

8.1 Meet & greet in hall (including

bags)

8.1 Priority bag identification &

delivery

8.1 DDA compliant reserved seats by

reclaim

8.1 Own strollers at loading bridge

8.2 Maximum 45 minute last bag 8.2 Priority bag identification &

delivery

8.2 Accessible toilets and change

facilities

8.2 Baby change facilities

8.3 Bag recovery processes on failure 8.3 Hotel / home drop off 8.3 Help points 8.3 Luggage delivered to your car

8.4 Catering facilities 8.4 DDA compatible trollies

8.5 Automated kiosks for lost

baggage

8.6 Bag delivery status (visual display

screens & via smart phone app)


service information

9.1 Stress free pick up 9.1 Chauffeur pick up areas at level 9.1 Clear routing to priority parking /

pick up

9.1 Kerb side lounge with concierge

(Heated and dry)

9.1 Parent/s and baby rooms

9.2 Minimise passenger routing

conflicts (arrivals)

9.2 Concierge service 9.2 Dedicated pick up area

9.3 Roaming, helpful staff 9.3 Valet pick up areas

9.4 Airline branded arrivals products

9.5 Consolidated onward travel

facilities & information

9.6 Clear routing to products

9.7 Hotel desk, F&B, Retail & Bureaux


service information


Onward

Travel &

Arrivals

Concourse

Reclaim


10.1 Core ambience 10.1 Premium ambience 10.1 Business ambience 10.1 PRM ambience 10.1 Family ambience

10.2 Intuitive wayfinding throughout 10.2 Premium reward scheme 10.2 Frequent flyer rewards (access to

premium services)

10.2 PRM seating at agreed intervals 10.2 Seating at agreed frequency

10.3 Airport / flight info application 10.3 Use of dynamic lighting displays 10.3 Predictable processes 10.3 DDA compliance 10.3 Improved frequency of toilet /

change facilities

10.4 Free Wi-Fi across whole airport 10.4 Consistent Premium product

offer

10.7 Modified "Premium" arrivals

lounge offering

10.4 Accessibility to all services

10.5 Disruption / recovery areas 10.5 Minimise level changes

10.6 A Gatwick palette 10.6 Minimise travel distances

10.7 Real time service information 10.7 Premium arrivals lounge

10.8 Airline branding / differentiation

opportunities

10.8 Concierge services

10.9 Natural light in passenger areas

10.10 Murals and experiential displays

10.11 Clean, spacious, bright modern

environment

10.12 Process to buy one off Premium

services

10.13 Push communications to

passengers (e.g. text)

10.14 Toilets provided throughout

airport to meet latest GAL

standards

Airport

Wide



D Appendix D – Asset Stewardship Programme

Airfield: 88.93 13.03 15.43 15.93 21.36 23.18

Fixed Electrical Ground Power Replacement 6.50 0.50 2.00 2.00 1.00 1.00

Voice Communication Distribution Equipment 1.40 1.40 - - - -

Taxiways Rehabilitation 30.00 2.00 6.00 6.00 8.00 8.00

Airfield Ground Lighting 9.00 1.00 1.00 3.00 2.00 2.00

Slot Drains 1.75 1.75 - - - -

Air Traffic Control Systems 8.40 0.40 1.00 2.00 2.00 3.00

Airside Vehicles 1.00 1.00 - - - -

Other Airfield Projects (less than £1m each) 30.88 4.98 5.43 2.93 8.36 9.18

Facilities: 121.55 21.90 29.02 25.97 22.54 22.12

NT Baggage 2.63 2.63 - - - -

ST Ceilings 15.47 3.82 10.45 1.20 - -

ST Boilers 8.00 0.65 3.26 3.84 0.25 -

IAS Plant room 11.54 3.50 2.12 5.51 0.42 -

Low Voltage Electrical 10.70 0.80 2.00 2.00 2.40 3.50

Lifts, Escalators and Passenger Conveyors 11.90 1.40 1.00 3.00 3.00 3.50

Life Safety Systems 7.60 0.60 1.50 2.00 1.00 2.50

Heating, Ventilation and Air Conditioning Systems 6.00 1.00 1.00 1.00 1.50 1.50

Building Fabric & Civils 12.10 0.80 1.50 2.80 3.50 3.50

Pond Management 2.50 0.80 0.70 1.00 - -

Baggage Systems Rehabilitation 13.00 - - - 8.00 5.00

Other Facilities Projects (less than £1m each) 20.11 5.91 5.50 3.62 2.47 2.62

Commercial: 11.55 2.85 2.20 2.50 2.00 2.00

Ashdown House 1.65 1.65 - - - -

Staff Car Parks - EHS Compliance 3.40 1.20 1.20 1.00 - -

Jubilee House - Ablution Upgrade 1.00 - - 1.00 - -

Atlantic House - Windows 1.00 - 1.00 - - -

Accomodation Reresh 1.00 - - - 0.50 0.50

Other Commercial Projects (less than £1m each) 3.50 - - 0.50 1.50 1.50

IT: 21.14 2.04 4.50 7.80 4.10 2.70

CCTV 7.00 - 1.00 4.00 2.00

Network core & Distribution refresh 2.50 - 2.50 - - -

Storage & Storge fabric refresh 1.30 1.30 - - - -

Data Centre Consolidation 3.00 - 1.00 2.00 - -

Sever/Blade Centre Virtual Machine Ware 1.00 - - 1.00 - -

Other IT Projects (less than £1m each) 6.34 0.74 - 0.80 2.10 2.70

TOTAL ASSET STEWARDSHIP 243.16 39.81 51.15 52.20 50.00 50.00

Asset Stewardship Projects in excess

of £1m each in 2014/15 prices2015/16 2016/17 2017/18 2018/19

5 Year

Total2014/15


E Appendix E – Asset Stewardship Programme Comparison


Start Year

Completion

Year

Start Year

Completion

Year

Airfield:

Airfield mandatory signage (inc. labelling) 7.86 - -7.86 2017/18 2018/19 N/A N/A Re-prioritisation

Airside Roads 2.06 - -2.06 2017/18 2018/19 N/A N/A Re-prioritisation

Airside Vehicles 2.36 1.00 -1.36 2016/17 2018/19 2014/15 2014/15More detailed analysis as project moved from high

level scope to tender stage

Approach Light Tower 8.74 - -8.74 2016/17 2018/19 N/A N/APhased approach resulting in smaller sub-projects

under £1m each

Autorouting 1.54 - -1.54 2014/15 2016/17 N/A N/A Re-prioritisation

Fixed Electrical Ground Power Replacement 8.43 - -8.43 2016/17 2018/19 N/A N/AContinuing but phased as smaller packages due to

procurement strategy

Stand Replacement 20.10 - -20.10 2014/15 2018/19 N/A N/A

Re-prioritisation. Works now broken down into

smaller projects under £1m each and moved to

"Other Airfield Projects" line

Substation Replacement 6.17 - -6.17 2014/15 2018/19 N/A N/A

Re-prioritisation. G-sub work c£3m brought forward

and moved to Operational Resilience project.

Remaining smaller works below £1m moved to

"Other Airfield Projects" line

Voice Communication Distribution Equipment - 1.40 1.40 N/A N/A 2014/15 2014/15Condition rating required this to be prioritised and

put onto the plan for this year

Airfield Ground Lighting - 9.00 9.00 N/A N/A 2014/15 2018/19Condition rating required this to be prioritised and


Slot Drains - 1.75 1.75 N/A N/A 2014/15 2014/15Condition rating required this to be prioritised and


Air Traffic Control Systems - 8.40 8.40 N/A N/A 2014/15 2018/19Condition rating required this to be prioritised and


Other Airfield Projects (less than £1m each) - 30.88 30.88 N/A N/A 2014/15 2018/19 Not previously shown as projects below £1m

Facilities:

NT Baggage - 2.63 2.63 N/.A N/A 2014/15 2014/15 Carried over and continuing to completion

ST Ceilings 24.79 15.47 -9.32 2014/15 2016/17 2014/15 2016/17Change of scope from original rooflights to

"Intelligent Lighting" leading to reduced cost

ST Boilers 8.22 8.00 -0.22 2014/15 2015/16 2014/15 2017/18Sub project for Ashdown and Atlantic prioritised

ahead of the full ST project

IAS Plant Room 17.89 11.54 -6.35 2014/15 2018/19 2014/15 2017/18Phased approach resulting in cost reduction within

the period

Light Towers 2.06 - -2.06 2014/15 2018/19 N/A N/A Phased approach resulting in smaller sub-projects

Baggage Systems Rehabilitation 20.56 13.00 -7.56 2014/15 2018/19 2017/18 2018/19Scope reduced and project delayed to enable

impact of HBS replacement to be understood.

Building & Civils + Minor Works (inc roof re-lifing works) 15.42 12.10 -3.32 2014/15 2018/19 2014/15 2018/19 More certainty over condition rating and scope

CCTV 12.34 - -12.34 2014/15 2018/19 N/A N/A Moved to IT section below

Electronics 3.08 - -3.08 2014/15 2018/19 N/A N/A Phased approach resulting in smaller sub-projects

Life Safety Systems 10.28 7.60 -2.68 2014/15 2018/19 2014/15 2018/19 More certainty over condition rating and scope

Low Voltage Electrical 14.39 10.70 -3.69 2014/15 2018/19 2014/15 2018/19 More certainty over condition rating and scope

Ponds & Water Management 15.42 2.50 -12.92 2014/15 2018/19 2014/15 2016/17Some elements moved to Compliance, Risk &

Resilience Projects

Toilets 2.57 - -2.57 2014/15 2016/17 N/A N/A Re-prioritisation

Gateroom Seating 4.11 - -4.11 2014/15 2015/16 N/A N/A Re-prioritisation

Other Facilities Projects (less than £1m each) - 20.12 20.12 N/A N/A 2014/15 2018/19 Not previously shown as projects below £1m


Asset Stewardship Comparison for

projects in excess of £1m each

in 2014/15 Prices

Variance

£m Explanation of Material Difference*

June 2013

5 Year Total

Cost

£m

June 2014

5 Year Total

Cost

£m

June 2013 June 2014


Start Year

Completion

Year

Start Year

Completion

Year

Commercial:

Ashdown House - 1.65 1.65 N/A N/A 2014/15 2014/15 Movement of UKBF to new suite

Commercial Minor Projects

(inc. KFC Drive through, ST IDL Retail Enhancement)9.39 - -9.39 2014/15 2018/19 N/A N/A Moved to Core Projects

Staff Car Parks - EHS Compliance 6.70 3.40 -3.30 2014/15 2018/19 2014/15 2016/17 EHS compliance - more certainty over scope

Commercial & Property Asset Replacement 30.33 - -30.33 2014/15 2018/19 N/A N/A Phased approach resulting in smaller sub-projects

Jubilee House - Ablution Upgrade - 1.00 1.00 N/A N/A 2016/17 2016/17Condition rating required this to be prioritised and


Atlantic House - Windows - 1.00 1.00 N/A N/A 2015/16 2015/15Condition rating required this to be prioritised and


Accommodation Refresh - 1.00 1.00 N/A N/A 2017/18 2018/19

Condition rating required this to be prioritised and

put onto the plan for this year; the majority of this

relates to Jubilee House toilet blocks

Other Commercial Projects (less than £1m each) 0.00 3.50 3.50 N/A N/A 2016/17 2018/19 Not previously shown as projects below £1m

IT:

CCTV 12.34 7.00 -5.34 2014/15 2018/19 2015/16 2017/18 Optioneering identified alternative approach

Network Core & Distribution Refresh - 2.50 2.50 N/A N/A 2015/16 2015/16Condition rating required this to be prioritised and


Storage & Storage Fabric Refresh - 1.30 1.30 N/A N/A 2014/15 2014/15Condition rating required this to be prioritised and


Data Centre Consolidation - 3.00 3.00 N/A N/A 2015/16 2016/17Condition rating required this to be prioritised and


Sever/Blade Centre Virtual Machine Ware - 1.00 1.00 N/A NA 2016/17 2016/17Condition rating required this to be prioritised and


IT Projects less than £1m each 35.13 6.34 -28.79 2014/15 2018/19 2014/15 2018/19

Separate IT projects not identified previously and

therefore given as one line - now split into projects

listed here and this line just for those under £1m

each


Asset Stewardship Comparison for

projects in excess of £1m each

in 2014/15 Prices

Variance

£m Explanation of Material Difference*

June 2013

5 Year Total

Cost

£m

June 2014

5 Year Total

Cost

£m

June 2013 June 2014


F Appendix F – Consultation Feedback This appendix contains:

Notes from the two consultation meetings held on 14 August and 4 September 2014 with airlines and the Passenger Advisory Group (PAG)

PAG’s initial feedback with our responses

Response from the Airport Consultative Committee (ACC)

Response from Virgin Atlantic Airways (VAA)

Response from PAG

Our responses to individual points raised in the responses received


2014 Capital Investment Programme Consultation Meeting Notes

Date & Time of Meeting: 14 August 2014 from 1300-1500

Location: Penthouse, Destinations Place, South Terminal

Meeting Number: 01

Notes Recorder: Maureen Spence

Notes Status and Date: FINAL 6 October 2014

Attendees: Airport Consultative Committee (ACC) Capital Sub-Committee

GAL

Chris Hope (CH) Jamie Hobbs (JHb) Isobel Knox (IK) Simon Elliott (SE) Simon Laver (SL) Jo Rettie (JR)

ACC Chair & easyJet ACC Deputy Chair & BA BA Thomson Virgin ACC Representative

Willie McGillivray WM) Bronwen Jones (BJ) Wouter Nijland (WN) Chris Woodroofe (CW) Maureen Spence (MS)

Development Director Head of Product Development Strategic Planner Head of Security & Business Continuity (partial attendance) Consultation Leader & Secretariat

ACC Apologies GAL Apologies Martin Spiers (MSp) Bill Ward (BW) Chris Gadsden (CG)

AOC Deputy Chair & Thomas Cook Monarch easyJet

Passenger Advisory Group (PAG) Capital Plan Review Group Peter Hall (PH) – PAG Chair Tony Wheeler (TW)

PAG Apologies Dick Hobbs Clive Brooks Bryan Reynolds

Action

Introduction and Purpose

Under the new Commitments framework this is a new process to hold two annual consultation meetings on the 5-year rolling Capital Investment Programme (CIP) with both the ACC and PAG. This first meeting is to present and consult upon the following year’s CIP and the second meeting will review the previous year’s performance. As this is the first year of this process, following the CAA’s Final Decision on the regulatory framework in January, it has taken GAL several months to finalise the CIP for consultation and therefore this meeting is later than had originally been envisaged. This delay was partly due to refreshing the CIP to take into account easyJet consolidating their operations into the North Terminal (still the subject of consultation). The main base of the CIP has remained the same as it was before, namely to meet the business needs. This is the first CIP that has been developed under the GAL Board as the Q5 CIP had been inherited from BAA. In future, the timing of these two meetings is anticipated to be January to look ahead to the following year and the following April/May for looking back at the previous financial year ending 31 March. The ACC and PAG were asked to input into this process and GAL would welcome their views on what they want to achieve in these meetings, aligned to the other bilateral and multi-lateral forums.

2014 Gatwick Capital Investment Programme 56 The purpose of today’s session was partly to meet GAL’s Commitments to consult on the CIP which included presenting the changes from the 2013 June Business Plan and the Major Development Projects. It was asked if the CAA were monitoring this CIP consultation process. It was advised that he CAA do not have a formal role to oversee this process any longer within the lighter regulatory framework GAL was now under. The CAA will monitor GAL annually and check that the changes to the CIP are beneficial to the passenger.

Development of the Capital Investment Programme

The journey (commencing 2011) leading to the development of this CIP was presented. The ACC’s input during this process was acknowledged as having helped to develop some projects more efficiently. PAG had now formally become part of the consultative process.

Key Drivers

Each one of the six key drivers behind the development of the CIP were then presented.

Cost Efficiencies CW joined the meeting to present this and the following key driver. This driver was about making the airport the best it can be for passengers by providing better services and at the same time being more efficient, leading to reduced costs being passed on to passengers through lower ticket prices. The 3 examples given were easyJet’s terminal consolidation which would give better space utilisation and reduce easyJet’s own operating costs, the Security Generation 2 project which would provide faster throughput and the Self-Service Bag-Drop project which would reduce check-in queues and provide cost efficiencies for airlines.

Safety, Security and Compliance Examples of the projects which fell under this driver were presented. The McMillan report published following the disruption on Christmas Eve 2013 had resulted in a £30m fund being set up to address resilience issues. For 2014/15 £5-6m of this fund would be spent on works which had been identified to support GAL’s Stable Operations initiative which had been established as a direct result of the report. The remaining monies in the fund would span the 5-year CIP period, for works which had yet to be identified of a more strategic nature. It was asked if these works would be subject to consultation. It was advised that so far the projects had been low value, and GAL was now looking to the medium term, but it was too early to know yet what would be developed. If the projects identified were over £10m then they would be consulted upon. Operational Resilience was now a standard agenda item at the AAG and PAG meetings, which will inform on all resilience works, not just those leading from the McMillan report. Another key project in this category was the replacement of the Hold Baggage Screening equipment to comply with the Department of Transport’s Directive to install Standard 3 machines by 1 September 2018. There was some discussion that this was seen as a negative project requiring additional lines with heavier machinery, which would be difficult for the airport to accommodate. It was noted that the Airport Operators Association in the UK were lobbying against the UK Government about this Directive and the Airports Council International were lobbying the EU for their equivalent Directive. GAL has a large team working on this looking at the best ways the equipment can be installed. They had started seeking views from BA already ahead of this project being formally consulted upon. Other key projects under this heading were to comply with local authority and public transport commitments and disability legislation. An example of this was to provide better accessibility from the South Terminal to the local bus stops on the A23 for PRMs. The final project presented was GAL’s Decade of Change. This is a £10m fund which will span the 5-year period to make the airport more environmentally friendly. This will be used to provide energy cost savings and CO2 reductions by installing more efficient equipment across the airport. It was questioned why this fund had reduced from around £25m in the previous


iteration of the Business Plan. It was advised that this was due to individual projects now having these elements included in their own budgets, eg the NT Development Programme will include the cost of energy saving equipment. It was raised that GAL needed to give more prominence to the work it was doing to be “greener” and should publicise it more. It was agreed GAL would take on the challenge to do that and that the “green” projects will be shown separately in the final CIP to give them a higher profile (AP1).

Capacity The recent traffic performance and forecasted passenger volumes for the 5-year period were presented including examples of how these can be impacted by airline changes. Understanding the capacity requirements for future years drives capital projects to accommodate these volumes. Charts were shown for both North and South terminals which showed in which years the facilities would need investment to meet forecast demand based on current facilities. The NT Development Programme is an example of investing to meet this future demand. It was queried why NT Check-in was shown as green in 2016. It was agreed this will be investigated and the information will be provided at the next CIP meeting (AP2). It was also agreed that at the next meeting these charts would be updated to show the status of the terminal areas after the projects in the CIP have been completed (AP3).

Service Quality The importance of providing excellent service quality at the airport was presented, not just to meet the Core Service Standards, but going over and above those standards to ensure passengers have a great experience whilst passing through the airport. Examples of projects meeting this key driver were improvements to check-in and bag-drop facilities to reduce check-in queues; Generation 2 Security for faster security processing; provision of e-gates in Immigration to reduce queues for EU passengers and the transformation of the North Terminal. In addition, there could be unanticipated situations which required GAL to step in to support third parties operating at the airport to ensure passengers’ service levels were not diminished, which in some cases could lead to capital projects being required; although the example given for assisting Swissport on arrivals baggage performance was not anticipated to require a capital project.

Commercial Revenue Projects with the key driver to generate commercial income include the walk-through World Duty Free Store in NT, increasing car parking capacity, provision of new restaurants and upgrading car rental facilities.

Asset Stewardship This driver to maintain the airport’s assets was presented with examples given for the categories of Airfield, Facilities, Commercial and IT.

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CIP Overview

An overview of the CIP expenditure for the 5-year period was given and how this was broken down into project categories. This was also shown graphically which helped visualise when the largest chunks of expenditure would take place. Discussions on this led to the following points:

Under the CAA’s final regulatory decision to implement the Commitments framework, GAL is not required to deliver the full capital plan that was presented in the June 2013 Business Plan. GAL has committed to invest a minimum of £700m over the seven year period of the Commitments. The CAA’s fair price calculation has this investment commitment as its threshold but there is no requirement to deliver individual projects.

The CIP is a rolling 5-year plan which will be refreshed and consulted upon each year to meet the airport’s requirements to benefit passengers as determined through the key drivers.

The CIP has been reprioritised to take account of easyJet’s consolidation into NT, operational resilience requirements (including addressing the recommendations from the McMillan report) and reallocating some Decade of Change works into individual projects.

It would not be in GAL’s long-term interests (with its aim to be de-regulated) to split projects into smaller projects just to avoid consulting the airlines and PAG. GAL works with all parties to make the airport the best it can be for passengers and for it to be competitive. This consultative framework gives protection to the airlines and passengers that investments are


capitally efficient and this is supported by the CAA who would step in if GAL were to misbehave. The airlines can report GAL to the CAA at any time. This is a new process which needs to be developed collaboratively, but it is early days, only being 5 months since its commencement.

The CIP is a 5-year rolling plan, as opposed to the 7 years of the Commitments, as set down by the CAA.

The rephasing of the Pier 6 South Extension project by 3 years to commence in 2017 and complete in 2022 was challenged as only £10.92m was now being invested in the 5-year period of the CIP. The full cost of the project (given as £157.12m) is provided within the project summaries in Chapter 4 of the CIP and is highlighted in the Business Developments section as not being required as early as originally thought due to the easyJet consolidation. [Post meeting note: the project cost had been incorrectly given covering the 7 year period only and will be corrected to £175.92m as the full cost.] The analysis supporting this rephasing will be brought to the second CIP consultation meeting along with the 10 year capital plan showing where some projects have been rephased to outside of this 5-year CIP (AP4).

Although Pier 1 will open in November 2015, spend for the combined Pier 1 and ST Baggage continues through to 2016/17 for the completion of the baggage system and the project’s final accounting close down.

It was questioned whether the ST Borders project to install the new generation e-gates had been successful or whether UKBF had just reduced their manpower. It was advised that ST was being trialled and doing well after the airlines challenge during CE to reduce the scope of the project from both terminals to only ST. A link to the UKBF performance on GAL’s website will be forwarded to attendees and at the second CIP meeting GAL will provide performance information of the ST e-gates (AP5).

The NT Ceilings/Floors project has not been included in this CIP. The ST Ceilings project is being re-scoped due to asbestos being found in the area requiring works which would cost over £10m to address. Therefore the project team are still pursuing a suitable solution. The netting currently over the ceiling tiles will need replacing next year.

There are no innovations for the arrivals baggage process that could be included in the CIP.

GAL’s £50m contribution to the Railway Station improvements is a challenge to ensure Network Rail and the train operators use the investment wisely and invest the remaining £85m themselves required to complete the project. It was raised that the CAA had not endorsed this contribution within GAL’s capital plan.

The spend for the projects carried over into the 2014 CIP, which had originally been anticipated to be spent in Q5, did not go into the Q5 RAB at the end of that regulatory period and now count towards the CAA threshold for the fair price calculation.

The reduction in the Asset Stewardship category in the CIP is partly due to finding ways to do projects more efficiently but also the projects previously categorised as Compliance and Risk accounting for c£30m have now been separated out from Asset Stewardship and moved to the Compliance, Risk and Resilience category.

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Next Steps

Formally respond to PAG’s comments provided prior to today’s meeting (AP6)

Second meeting on 4 September 2014 will address the above actions, changes from the June 2013 Business Plan, Major Development Projects, 2014 Consultation and CIP performance between April and July

Feedback deadline is 23 September 2014 with final CIP anticipated to be published October 2014

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2014 Capital Investment Programme Consultation Meeting Notes

Date & Time of Meeting: 4 September 2014 from 1300-1500

Location: Penthouse, Destinations Place, South Terminal

Meeting Number: 02

Notes Recorder: Maureen Spence

Notes Status and Date: FINAL 6 October 2014

Attendees: Airport Consultative Committee (ACC) Capital Sub-Committee

GAL

Chris Hope (CH) Jamie Hobbs (JHb) Isobel Knox (IK) Simon Elliott (SE) Jo Rettie (JR)

ACC Chair & easyJet ACC Deputy Chair & BA BA Thomson ACC Representative

Willie McGillivray WM) Bronwen Jones (BJ) Marcus Stanton (MSt) Wouter Nijland (WN) Joe Headey (JH) Dave Harpur (DH) Maureen Spence (MS)

Development Director Head of Product Development Head of Programme Management Office Strategic Planner Strategic Capacity Manager Head of Finance: Strategic & Capital Projects (partial attendance) Consultation Leader & Secretariat

ACC Apologies GAL Apologies Simon Laver (SL) Martin Spiers (MSp) Bill Ward (BW) Chris Gadsden (CG)

Virgin AOC Deputy Chair & Thomas Cook Monarch easyJet

Passenger Advisory Group (PAG) Capital Plan Review Group Peter Hall (PH) – PAG Chair Dick Hobbs (DHb) Clive Brooks (DB) Bryan Reynolds (BR)

PAG Apologies Tony Wheeler (TW)

Action

Meeting Notes from 14 August

The notes of the previous meeting were distributed for review on 3 September. No comments were given at the meeting and it was requested that if there were any they should be provided by email.

Actions Arising from 14 August

AP1 – to give green projects higher profile in the CIP would be addressed in the final version. AP2, AP3, AP4 and AP5 would all be addressed during today’s meeting. AP6 – to respond formally to PAG’s initial comments had been completed.

Terminal Capacity Charts

As requested at the last meeting, the terminal capacity charts had been updated showing how the terminals would be affected if none of the CIP projects were undertaken and then the status with

2014 Gatwick Capital Investment Programme 60 the projects completed. It was noted that the space standard for the IDLs had been relaxed from that used in the draft CIP which had been based on a purely commercial standard, in favour of an operational standard which would still be comfortable for passengers. It was confirmed that the charts assumed that easyJet had consolidated their operations in NT with BA moving to ST and Virgin to NT. The discussion focussed on NT as this was the terminal which would require the most development during the 5 year period to meet demand. Points raised were:

Baggage Facilities – NT Early Bag Store project completes late 2018. ST needs more make-up positions but NT has ample now. The later the project completes, the more impact it will have on day before check-in services. GAL stated that overall airline baggage products had been taken into account when assessing the facilities required, but that as requested by the airlines today they would take another look (AP1).

IDL, Immigration and Reclaim - It was questioned whether the red dots against these facilities for summer 2016, meant that they would not meet demand through to summer 2017 and can plans to address these be brought forward. GAL is restricted on the timeframe for improving these facilities within the existing terminal footprint, by construction lead times and the easyJet consolidation works, but it is looking at all options to mitigate any lack of capacity prior to being able to undertake improvements. The standard of these facilities prior to the works completing will be no worse than at some other airports which have lower standards. These mitigation options include early calls to gates, but GAL stated it will not be asking airlines to change their schedules, which could have been another option. It was suggested that to alleviate congestion in the IDLs more use should be made of the open spaces on Piers 3 and 6. The down-side of moving passengers earlier onto the piers was the potential loss of retail revenue. An explanation was given for the NT Reclaim shortfall in capacity, which was predicated on wide-bodied aircraft only. It was noted that individual airlines had different preferences for whether to have baggage split over two reclaims or not, but in this case it was based on one specific airline.

Pier 5 - It was asked why the corridors on Pier 5 were so wide and could better use not be made of that space. GAL responded that due to PRM buggy restrictions they needed to be this wide. GAL stated that it would consider the suggestion to put seating on the Pier 5 bridge as a short-term measure (AP2).

Busy Day Analysis - It should be remembered that these charts are based on one busy day schedule and to keep this in perspective when looking at the status of terminal facilities shown.

easyJet Consolidation - It was raised what would be the impact of the easyJet consolidation on these facilities. As part of the consolidation consultation paper GAL had issued in January there was a quick comparison of with and without the consolidation which GAL would re-issue (AP3).

The discussion concluded that the airport had been growing faster than expected. The CIP has challenging timelines for projects to meet future demand and where possible operational mitigation measures will be put in place to alleviate congestion.

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10 Year Overview

As promised at the previous meeting, GAL presented an overview of its capital plan for the 10 year period commencing 2014/15. This helped to demonstrate where some projects that had previously been forecast to commence in the first 5 year period had, due to changing business needs, been rephased and were now spreading into the second 5 year period. In particular this was true for the Pier 6 Southern Extension, which was identified separately in dark red on the graph, showing that it had moved out by 3 years from that originally envisaged in the June 2013 Business Plan. The ST IDL and NT IDL projects were also now anticipated to start later. It was noted that there was a dip in forecast spend for 2018/19 compared to the other 9 years. This was due to the hard deadline for providing Hold Baggage Screening facilities to meet the DfT’s regulations by 2018 requiring higher levels of spend in the previous two years, but this also reflected the rolling nature of the 5-year CIP leaving manoeuvrability for including new projects towards the end of the term which had yet to be identified. It was confirmed that the 5-year CIP presented would not be impacted by any decision next year

2014 Gatwick Capital Investment Programme 61 to build a 2

nd runway, as the CIP did not stretch out to that horizon, with projects planned to meet

demand well before 2025 when the runway may be built.

Delivery of 95% Pier Service in NT (Pier 6 South) Analysis

A re-cap was presented on the consultative process which GAL and the airlines had gone through between 2010 and 2013, including formal Constructive Engagement as part of the CAA’s regulatory review. This process had looked at three scenarios for delivering 95% Pier Service in NT: easyJet consolidated in ST, easyJet consolidated in NT or leaving easyJet split across the two terminals. The output from this analysis had identified Pier 6 Southern Extension as the solution. It had been established that if easyJet were to consolidate their operations into NT as anticipated, then the additional capacity would not be required until 2022, which is now the expected completion date for Pier 6 Southern Extension. Although it was felt this was now the correct timing for the project, prior to making any decision to go ahead, works should be undertaken to see if stand planning improvements could be made to meet forecast demand for longer. It was also discussed whether the 95% target is the best key driver for performance and whether there was a better measure that could be used which would result in better overall airport performance. It was reminded that this level of pier service was originally imposed on GAL by the CAA and therefore any change would have to be approved through them.

ST Immigration e-gates Performance

Information on the Immigration performance from June 2013 to July 2014 was shared including passenger feedback on the service. By 2016 all EU passengers over 18 will be eligible to use the e-gates. It is clear that UKBF need more space for processing passengers and GAL aims to address this, but whether this is via e-gates or more manned desks is a discussion between GAL and UKBF. GAL is hoping to bring forward the timing of this project and will be consulting the airlines and PAG on this project.

Changes from June 2013 Business Plan

The key changes to the CIP from the June 2013 Business Plan had already been touched on through discussions in the meeting held on 14 August and through today’s presentation. Those changes were: timing changes to carry over projects; NT Programme acceleration; easyJet consolidation into NT; Pier 6 Southern Extension rephasing and actions to improve efficiency. The development team restructuring to under one Director and reductions in head count were one example of driving efficiency. GAL was currently reviewing its development procurement processes to see if efficiencies can be achieved there.

Airport Service Quality Results for April-June 2014

Results from the quarterly Airports Council International Airport Service Quality survey were shared. Within the European airports comparator group ST was ranked 4

th and NT was 11

th. In

the London terminals comparison ST was now ranked second. The trend showed that through improvements to the facilities in ST it was moving upwards, whereas for NT, where improvements were planned to be delivered, it was moving downwards in terms of passengers’ perceptions.

Major Development Projects

The list of Major Development Projects (those in excess of £10m) were categorised into two groups. Those projects which were stand alone were on the top half of the list and those which were programmes of smaller projects were in the bottom half. GAL intends to consult on those in the top through individual working groups and for those at the bottom, which were not as well developed in the previous Business Plan, to not set up working groups, but as and when larger items within the programmes are identified to consult on those separately. No objections were raised to this approach to the consultation. GAL has already convened a working group for the NT Programme and intends to arrange working groups for NT Borders, Stand Reconfigurations and Hold Baggage Screening projects commencing this autumn.

2014 Consultation

Details of consultation meetings that had taken place or are scheduled for the remainder of 2014 were provided.


Capital Investment Budget 2015/16 Plan and Process Overview

Dave Harpur joined the meeting to give an overview of the capital planning process for setting and annually refreshing the CIP, which aligned with the airline and PAG consultation timetable for meetings in January and April/May. Between now and December, GAL will be refreshing the CIP and through the normal course of airline bilaterals, the November AAG, PAG Working Group meetings and the PAG October meeting, GAL would welcome the airlines’ and PAG’s input for this refresh. This will then be put to the GAL Shareholder Board for sign-off in January.

Next Steps

Airlines and PAG were reminded of the deadline for submitting their feedback on the draft 5-year CIP as 23 September. The final version of the CIP was anticipated to be published in October following consideration of the feedback. Plans for consultation on the 2015 CIP were advised. It was asked whether GAL will have produced a full draft of the 2015 CIP for the meeting in January. GAL are to consider what information they will have available to share at that time. In addition to the feedback on the 2014 CIP, GAL asked for any thoughts from the airlines and PAG on improvements for the consultation process.


Initial PAG Feedback on Draft 2014 CIP with GAL responses Major Projects contained in the report a. Project C-40418. Rail Station Contribution. In November 2013, GAL warmly welcomed a £50m contribution from the Government to the Gatwick Gateway to create a public transport interchange. The project scope as currently defined only embraces a new station concourse and does not include many features of Gatwick Gateway (bus and coach station and central car rental facility). The latest estimate for the station concourse is £185m with no estimate for the remaining project. GAL is only allocating £50m. Is this ever going to get off the ground? GAL’s contribution of £50m and the Government’s contribution of £50m leaves £85m for the train operators and Network Rail to invest, who will ultimately benefit from increased revenue. It is a challenge for GAL to ensure that their monies are invested wisely by the railway to improve the passenger experience, but sees it as vital for the future of the airport. The Gatwick Gateway project is part of our vision for a two runway airport and the development and delivery of this project will be dependent upon the Government’s decision in 2015 for the location of additional runway capacity in the South East. b. Projects C-40203 (NT Avenue check-in) and C-40409 (Early Bag Store) along with on-going project (ST Baggage and Pier 1) all aim to improve the check-in experience, capabilities and processes. With these investments, can we be assured that the current limitation of opening bag drop 2.5 hour before departure will be removed and that passengers will be able to drop their bags at their convenience (say up to 24 hours before a flight) in both terminals? Check-in opening time policies are determined by individual airlines subject to their operating costs. The NT Early Bag Store will provide storage for 3,000 bags and enables check-in up to 18 hours prior to the scheduled time of departure, providing flexibility for any-time check-in as required by the airlines. ST Baggage will provide storage for 2,600 bags with flexibility for any-time check-in (increasing processing capability from 3,800 bags per hour to 4,250 bags per hour). The NT Avenue check-in will utilise the latest technology for faster throughputs and efficiency gains. c. Is the deferral of the Pier 6 South project going to inhibit the ability of easyJet to grow in the latter part of the planning period (assuming the consolidation happens) and also the ability of Gatwick to handle multiple A380's at the same time? We do not wish to see the pier service target lowered and passengers subject to more bus transfers. Extensive analysis has been undertaken with the airlines as to when Pier 6 South will be required to meet capacity, maintaining the 95% Pier Service measure in NT. It has been concluded that with easyJet’s consolidation into NT, the additional capacity Pier 6 South will provide is not required for up to 3 years, with completion now scheduled in 2022. This rephasing of the project will still allow sufficient capacity for easyJet to grow its operations at the airport and there will not be any impact on accommodating further A380 services in the short-term. d. We would like an opportunity to be consulted on passenger aspects of project C-40500 (Business System Transformation and Renewals) as it is developed and ask that the implementation of real time bus/coach information displays is part of the deliverable. All individual projects over £10m are subject to consultation with the airlines and PAG as set out in our Capital Investment Consultation Commitments. As this project falls into that category, it is anticipated that consultation will take place through an operational working group for this programme of works as it is developed with PAG and the airlines. Real time bus/coach information displays are not anticipated to be within this project. As stated at the PAG meeting on 10 July, the cost of providing these displays has been estimated at £120K as opposed to our anticipated spend allocation of £50K. Due to this rise in cost, GAL is looking at the National Express tracker being put onto the GAL website providing real-time data. As with any other capital spend, any project to provide these displays would require a robust business case.

2014 Gatwick Capital Investment Programme 64 Omissions from the Report e. Section 4 summarises projects over £10m. We would like to have the opportunity to see and comment on: - a list of projects under £10m (for example, there a toilets that need refurbishing and to provide better access to A23 ST bus stops that should be on such a list) - the way in which GAL managers will have access to funds for small capital projects that will make a difference to the passenger experience All projects over £1m are listed in the main table (page 23) with asset stewardship projects over £1m being shown separately in Appendix D (page 48). Smaller projects below £1m are aggregated into “other” lines. There are no separate consultation requirements in the Commitments to consult on projects below £10m and those in excess of £1m are identified in the CIP for discussion at the two annual CIP consultation meetings. Access to the A23 ST bus stops is part of the Public Transport/DDA Access project costing £9.2m within the Compliance, Risk and Resilience category. As this is beneath the £10m consultation threshold, it will not be consulted upon as a separate project. PAG will be able to provide input to GAL management for this project through the PAG Surface Access working group. Funding for all capital projects go through GAL’s rigorous internal governance processes which are confidential. Items requiring clarification f. Is the expenditure of only £1.5m on ACDM55 in the plan period sufficient to deliver the promised benefits? ACDM55 is a Carry Over project with the remaining £1.5m being spent in 2014/15. Total spend for the full project is anticipated to be £5.96m. g. Red dots on pages 12, 13, 14 and 15 suggest that capacity in the IDLs, immigration and baggage halls will be an issue as early as 2016 in both terminals. Apart from C-40415 NT Borders, we cannot identify any projects aimed at alleviating these warning indicators. Surely our plan should embrace projects to prevent this deterioration in passenger experience? Is NT Borders project scheduled for delivery too late? Do calculations for number of passengers per baggage belt stand scrutiny? North Terminal

NT Programme allows for additional capacity in the IDL through check-in zones F, G & H being used for Security releasing space back into the IDL. IDL WDF walk-through (completed by May 2018), retail churn of ex-WDF area and “Teardrops” reconfiguration projects are all improvements to the IDL. We are accelerating this programme to meet forecasted demand.

NT Borders project providing immigration e-gates to alleviate congestion has been delayed to commence works in 2017, to avoid having disruption at the same time as the NT Programme works. You may be interested to know that the airlines do not support this project going ahead, but GAL see this as an important improvement for passenger experience.

NT Reclaim Baggage will provide additional capacity in the baggage hall commencing 2016 providing a second 70m long international belt with two baggage feeds and two baggage feeds onto a domestic belt. This is another project that the airlines do not support as they believe is it not required to meet future capacity, but GAL is taking forward to upgrade facilities for passengers.

South Terminal

ST IDL Capacity project commencing 2018 is a £65m project to meet forecasted growth but it cannot commence before completion of Pier 1 and ST Baggage in 2017. This expansion is not supported by the airlines as they feel it provides insufficient commercial returns to warrant this extension, but GAL sees this as an important project to meet forecasted demand and improve the passenger experience.


The installation of the 2nd generation of e-gates in ST Immigration in October 2013 was forecast to meet future e-gate demand to beyond 2020. We are still evaluating their performance before making any decisions on further projects required in Immigration. There may be opportunities for further improvements to the process for non-EU passengers.

Peak demand at ST Reclaim reduces following easyJet consolidation, so we now expect the existing 7 International belts to be sufficient.

h. To what extent do proposed projects embrace the 'Green Airports Initiative'? Are there any projects that would make Gatwick the greenest in the World?| The Decade of Change project encompasses the airport’s plans to be environmentally friendly providing energy cost savings and CO2 reductions. Features of this project are to provide efficient cooling, HVAC and Controls, Efficient Lighting, Pier 3 Environmental Systems minimising energy use, Power Infrastructure (electrical) improvements and Building Fabrics (insulation and solar protection reducing heating and cooling plant loads). An example of a significant project in this programme is the replacement of the ST boilers with a decentralised solution that will mean GAL can downgrade from high temperature hot water systems to a medium temperature system, which will have at least a 33% efficiency saving. In addition, Major Development Projects when making installations will upgrade to energy efficient equipment. i. Is project C-40409 Early Bag Store for NT or ST? It is NT. Other matters j. Please make available a plan of stand numbers so we can better understand the scope and impact of project C-40014. Find attached a plan of the airport’s stand layout, with Stands 551,552 and 553 shown at the bottom of Pier 5, below the area marked “WIP” which is the current Phase 2 works for Pier 5. You will need to enlarge the plan on a display screen to be able to see the stand numbers easily. k. Please update the Glossary to show PAG as Passenger Advisory Group, a sub-committee of GATCOM. The Glossary will be updated as requested. l. Appendix B - Airline Service Standards - we would like to see a process in place whereby these standards can be reviewed annually with an opportunity to incentivise performance These standards are set for 7 years as part of the Commitments framework within our regulatory Licence. Any changes to these standards requires both GAL and AOC/ACC agreement which is prescribed under certain circumstances in our Commitments. The airlines do not support these service standards (check-in and arrivals baggage) imposed on them by GAL and the reporting of them. The CAA does not regulate these airline standards and is unable to impose them. Therefore it would not be practical to review these annually. m. Appendix C - Product Matrix. A number of items should be added as follows: - Maximum 10 minute queue for Families in Security -Baby change and facilities for nursing mothers in IDL under Family heading - Baby change facilities under Family column in Piers and Arrivals Border Zone

GAL is happy to discuss updates to the Product Matrix through the existing PAG Working Groups which are outside of the CIP consultation’s remit. September 2014


Responses to CIP Feedback

ACC Letter

Key Drivers – The airlines would like the airport to also consider the plan to be resilience driven and also to take into consideration the current and future products of airlines. We believe the key driver for GAL is capacity and feel that some areas should be refocused on what the airlines are introducing as part of their offering as to when they time their plans: for example, North Terminal Early bag store.

GAL welcomes the airlines input to the CIP and look forward to receiving their suggestions for the 2015 CIP by early December. The CIP has been developed through a variety of investment drivers which includes resilience with £5m allocated for the first year and a further £25m over the remaining years. At the second consultation meeting we discussed the NT Early Bag Store and GAL agreed to take another look at the analysis of when this facility will be required, to identify if this is earlier than the current thinking of late 2018, which we will report back on at the January 2015 consultation meeting.

Consultation – The airlines would like to ensure that consultation is being effective, and we would like a clear definition of GAL’s interpretation of how they will consult, and what they believe effective consultation will be. We note that there will be further discussion in November’s Airport and Airlines Group (AAG) on how effective consultation has been so far, but would like to ensure this line of communication remains open.

GAL is committed to undertaking effective consultation with the airlines and PAG on the CIP. This has been a new process, undertaken for the first time this year, to which GAL expressly asked airlines for their input in actively shaping, but has not received any views. GAL’s approach to this consultation followed on from previous consultation held over the past 3 years which included Constructive Engagement, where business cases were shared for each of the Major Capital Projects. The CIP document clearly sets out the key investment drivers underlying the creation of this CIP and identifies projects which meet these drivers. Chapter 4 of the CIP provides the description, scope, benefits, timing and anticipated cost of each of the Major Capital Projects. Two consultative meetings were held with the airlines and PAG for them to put forward their questions on the CIP, which we believe met their needs. We consider all the above actions demonstrate effective consultation. In the absence of airlines’ input on the overall process, we are at a loss as to what else airlines are looking for. Going forward as advised previously, and as set out in our Commitments framework, we will consult formally twice yearly – firstly on the development of the upcoming year’s CIP in January and secondly on the review of the previous year, following the completion of GAL’s


financial year (end March), around April/May. In addition, working groups will consult at operational level on the development of Major Capital Projects and updates on projects in delivery are provided at the bi-monthly AAG meetings.

Consultation Major Projects – On 4th September, Gatwick shared a presentation with us showing projects above the red line, to consult on and projects below the red line that will not be consulted on. The reasoning behind this is that the projects below the red line are either a group of projects or a project that is under £10m and we believe that airlines will want visibility and consultation; especially on:

Property Minor works £35m

Operational Resilience £30m

Upgrade Check-in and Bag-drop £17.50m

Water Management (Enhancement) £14.20m

GAL would like to clarify its position on the projects that were shown below the line on the slide referred to. All the projects on the slide are estimated to cost in excess of £10m and are therefore subject to individual consultation as set out in our Commitments framework. We stated at the meeting that due to these projects not being as well developed and also as they would be made-up of smaller projects (ie they are more of a programme), we were not yet in a position to consult on these. As and when significant projects within these programmes are identified, we will consult on those elements separately through working groups (with the exception of dedicated airline projects and commercial return projects).

CIP Overview – The airlines would like further discussion on why projects have been re-categorised by spend, including asset stewardship which appears to have had significant reduction in spend.

As part of the CAA’s decision for GAL’s regulatory regime for the next 7 years under the Commitments framework, the CAA gave GAL the challenge of reducing its capital investment programme by 13% for the 5 year period. In light of this, GAL undertook a prioritisation exercise earlier this year which led to the current CIP. A significant part of this was to review the Asset Stewardship projects which we now have more information on, and from this information we were able to re-scope and/or reprioritise to those works requiring the most attention. In addition, some of the projects in the previous Asset Stewardship list have been re-categorised and moved into the “Compliance, Risk & Resilience” (ie Ponds and Water Management c£13m) and “Core” (ie Commercial Minor Projects c£9m) categories, which makes the Asset Stewardship total appear to be less.

CIP Railway Station – The ACC notes the inclusion of £50m contribution for railway infrastructure. The ACC has not seen a business case for this level of investment yet therefore cannot provide a decision until this detail is shared.

This project is only in the very early stages and as it develops further GAL will consult separately on it.


CIP Overview – An important part of consultation on capital is a review of the actual spend versus the plan, the ACC would like to see regular reviews of this at the AAG, to ensure that GAL meets its commitment in line with the CAA’s licence and commitments framework.

As agreed during consultation with the airlines on Contracts and Commitments, the established process is that GAL will hold an annual CIP Review meeting with airlines and PAG which we intend to hold following the end of our financial year in April/May. This reduces the burden on both the airport and airlines to undertake such review activities more frequently.

Virgin Letter

NT Programme – the overall conditions on VAA moving to the North Terminal are: no degradation in passenger experience, impact to people nor a cost to VAA. …Based on the information shared both as part of the CIP consultation process and bi-lateral discussions, without prejudice to other projects listed within the CIP, VAA strongly believe the commitment and timely delivery of these works in North Terminal are required in order to fulfil those conditions and we look forward to working through these priorities with GAL.

GAL thanks Virgin for its engagement on the CIP consultation and its input into the ACC’s response. GAL continues to consult with Virgin both bilaterally for their move to NT as part of easyJet’s consolidation and multi-laterally through the operational working group on the NT Programme works and values their input.

PAG Letter

NT Borders - Gatwick’s reputation and operational performance are already suffering because of inadequate space and facilities in the NT Immigration area. We urge GAL to start this project in 2014 rather than 2016 and to identify ways of delivering an improved passenger experience as fast as possible. We hope that schedules for other projects do not suffer as the result of bringing forward this expenditure.

GAL has revisited the analysis for when additional capacity is required for NT Borders which has resulted in works on this project starting earlier than set out in the CIP. These works will take place in two phases, the first to be completed by summer 2015 and the full scheme by the following summer, both phases commencing prior to 2016. A working group with airlines and PAG is about to commence consultation on the development of this project.

Pier 6 Southern Extension - We accept that growth plans at the moment indicate that pier service levels can be maintained without the need to initiate this project until 2017. In view of the length of the project, we ask that the pier service capacity calculations are re-confirmed at each annual review of the plan.

GAL refreshes its traffic forecasts each year to determine the levels of demand and therefore what and when additional capacity is required, which is a key investment driver for the CIP.

Early Bag Store (NT) - We hope that Gatwick’s airlines will embrace the availability of Early Bag Stores in both terminals to allow passengers to check-in up to 18 hours ahead of a flight thereby removing current restrictions.

At the second consultation meeting we discussed the NT Early Bag Store and GAL agreed to take another look at the analysis of when this facility will be required as requested by the airlines, to identify if this is earlier than the current thinking of late 2018, which we will


report back on at the January 2015 consultation meeting. The ST Early Bag Store will be completed during 2015/16 and GAL look forward to seeing how the airlines exploit the use of this new technology within their operations to strengthen the business case for NT.

Rail Station Contribution - We especially welcome this contribution by GAL. The railway station concourse is inadequate for current passenger numbers, provides poor access to the platforms and a poor passenger experience. This project and the investment in new rolling stock by the train operators are essential components in achieving our target of 60% of passengers to access the airport using public transport. Our preferred project option is one that delivers a concourse extending between the two overbridges and right across to the forecourt. This will be a sound basis for the Gatwick Gateway vision. We hope that GAL will be successful in securing funding from other partners for the project. Please advise us of further support that is needed.

GAL welcomes PAG support for this project. All four options that have been considered include an infill between the two link bridges to varying degrees.

NT IDL Capacity - The RAG Status charts presented at the second consultation meeting show ‘red’ in 2016 and only ‘yellow’ in 2018 and beyond. The ambience of the IDL is an essential part of the passenger experience. We hope GAL will monitor the encroachment into passenger space by the various capital projects (Security and WDF) and, if necessary, reduce the amount of ‘pop-up’ retail facilities in the peak season.

The relocation of check-in zones F, G and H to the Avenue level will free-up space for Security to be moved into that vacated space and subsequently the vacated Security space will be developed into the walk-through WDF store. These facilities moves will provide more capacity in the IDL for passenger circulation without the need for an extension to the building and therefore when complete will not encroach on the passenger space.

easyJet Consolidation - We hope that the final version of the CIP will include details of capital projects associated with this project, if it is supported by the airline community.

It is too early for such projects to be developed sufficiently to be included in this year’s document, but we anticipate being able to provide details of the Airline Moves project at the January consultation meeting.

Projects under £10m - PAG members welcome the opportunity to be involved in these projects using our working group structure. Whilst we have already been asked for our suggestions as input to the review of the CIP in January 2015, it would be helpful to know what projects under

All projects over £1m are listed in the main table (page 23) with asset stewardship projects over £1m being shown separately in Appendix D (page 48). Smaller projects below £1m are aggregated into “other” lines.


£10m are planned to start in the remainder of the current financial year. This will enable us to plan how we can support the projects using our volunteer members. We would also like to understand how small capital projects may be prioritised and actioned.

Funding for all capital projects go through GAL’s rigorous internal governance processes which evaluate projects against the key investment drivers. GAL encourages PAG to influence the content of the next CIP by discussing with their relevant GAL working group leads their requirements and urging those GAL leads to put these forward for input into the GAL CIP process by December.

CIP Document - Please ensure that the RAG charts (before and after CIP) that were presented in the second consultation meeting are reflected in the final version of the document.

These charts have been reproduced in the following Appendix G.

October 2014


G Appendix G – Terminal Facilities Tables


GLOSSARY ………………………………………………………………………………………………………………………………………..………………………………….............................................

£m Million Pounds Sterling

< Less than

< Less than or equals to

> More than

A320 Airbus 320 Aircraft

A380 Airbus 380 Aircraft

AACG A380 Airport Compatibility Group

AAG Airport and Airlines Group

ACC Airport Consultative Committee

ACDM55 Airport Collaborative Decision Making 55 Programme

AMD Archway Metal Detector

AOC Airline Operators Committee

app Application

ATMs Air Transport Movements

BA British Airways

CAA Civil Aviation Authority

CAP Civil Aviation Authority Publication

CAPEX Capital Expenditure

CCTV Close Circuit Television

CIP Capital Investment Programme

CIP Lounges Commercially Important Passenger Lounges

CSS Core Service Standards (Rebates) Scheme

DDA Disability Discrimination Act 1995

Deps Departures

Dom Domestic

EBS Early Bag Store

eg Latin "exempli gratia" meaning "for example"

E-gate Electronic Gate for Immigration Processing

EHS Environment, Health and Safety

Est Estimated

EU European Union

E-W East/West direction

EZY easyJet

F&B Food and Beverage

FIDS Flight Information Display Screen

FPT Field Programmable Technology

GAL Gatwick Airport Limited

GATCOM Gatwick Airport Consultative Committee

GDP Gross Domestic Product

Gen2 Generation 2

HBS Hold Baggage Screening

HM Her Majesty


HVP High Value Passenger

IAS International Arrivals South

IATA International Air Transport Association

ICF SH&E Aviation Consultancy

IDL International Departure Lounge

ie Latin "id est" meaning "that is (to say)"

Int International

IT Information Technology

KFC Kentucky Fried Chicken food chain

KPI Key Performance Indicator

L Left (as in runway co-ordinates)

LEDS Liquid Explosives Detection System

LH Long Haul

Limo Limousine

m Million

m2 Metres squared

MARS Multi Aircraft Ramp System

max Maximum

Max Q Maximum Queue

MBH Main Baggage Hall

mins Minutes

mppa Million Passengers Per Annum

MUPs Make-up Positions

NEU Non-European Union

N-S North/South direction

NT North Terminal

NWZone North West Zone

OBP Overall Baggage system Process performance

P1 Pier 1

P5 Pier 5

P6 Pier 6

PAG Passenger Advisory Group, a sub-committee of GATCOM

Pax Passengers

pph Passengers per hour

PRM Passengers with Reduced Mobility

PSL Pier Service Level

QSM Quality of Service Monitor

R Right (as in runway co-ordinates)

RAG Red, Amber, Green

RATs Rapid Access Taxiways

RETs Rapid Exit Taxiways

S106 Section 106 Planning Obligations

sec Second

SH Short Haul


SMS Short Message Service (mobile phone texts)

SQR Service Quality Rebate Scheme

ST South Terminal

STD Scheduled Time of Departure

TBC To Be Confirmed

TBF Transfer Baggage Facility

Trad Traditional

UK United Kingdom

VAT Value Added Tax

WDF World Duty Free

Wi-Fi Local Area Wireless Technology

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